2010 Annual Report

The
Sum
of Us
Annual Report 2010

In 2009/2010 the Qantas Group delivered a strong result and we
advanced our plans for a successful and sustainable future. Working
together, all parts of our diverse business contributed to our performance.
This report is the sum of all our efforts. The sum of us.
1 Annual report 2010
The
Sum
of Us
Contents 1 — The Sum of Us 14 — Information on Qantas

2 — The Vision 16 — Review of Operations
4 — Forward Thinking 20 — Corporate Governance
6 — Chairman’s Report Statement
8 — CEO’s Report 28 — Financial Report
10 — Board of Directors 107 — Sustainability Statistics
and Notes
116 — Financial Calendar and
Additional Information
For 90 years Qantas 2has been a global
the qantas Group
aviation innovator, driving higher
performance in everything from technology
and flying records to product and service
leadership. In 10 years the Qantas Group
will celebrate a century of aviation forward
thinking that makes us the world’s most
experienced airline.
Forward Thinking
Safety is our first priority.
It underpins everything that we
do. Our unwavering commitment
is to world’s best safety practices
and reporting in all aspects of
our business, from operational
safety to the physical security
and well-being of our customers
and our people.
Safety First
Superior Infrastructure
Caring for Customers
Superior infrastructure is fundamental
to Qantas Group operations. More than ever we are investing
We have a fleet of 254 aircraft and in understanding what our
an ambitious fleet renewal program. customers want, and delivering
Our engineering and maintenance more than they could imagine.
capabilities ensure safe, reliable Qantas is redefining the modern
performance. We have 14 stylish premium airline brand – and,
Qantas international lounges, while with our Next Generation
at home we are the only airlineto Check-in, streamlining and
offer multi-tiered domestic lounges. simplifying the airport experience.
Environmental
Responsibility
Responsible environmental
Great People behaviour is a strategic
imperative. From innovations
The Qantas Group employs in fuel conservation and flight
35,700 people across 250 unique planning to onboard recycling,
roles, with 93 per cent of them care for the environment is
based in Australia. Our goal is integrated with the Qantas
to deliver a great place to work, Group’s business strategy.
provide training and development We also strongly encourage
for our people, and harness their positive environmental action
passion in support of our brands. in the community.
With Qantas and 3
Jetstar we have two
Annual report 2010
strong and complementary brands, and
a unique ability to respond to changing
market conditions. We aim to make each
airline the best in its class. And we have the
flexibility to make flying decisions based
on the airline, aircraft and route that will
deliver the best outcomes for our customers
and returns to our shareholders.
Strong Complementary Brands
We’ve been part of Australian life for

90 years, and we’ve made an annual profit
every year since privatisation in 1995.
Our shareholders, customers, employees
and the Australian community look to us
for the highest standards of safety,
service, citizenship and environmental
responsibility and we aim to meet those
expectations year after year.
Sustainable Operations
Giving Back
At Qantas we consider good corporate
citizenship part of our role and
responsibility as the national carrier.
In a spirit of partnership, we support
Australian culture and sport, charitable
organisations, regional communities and
Indigenous advancement, promoting
excellence and equal opportunity.
the qantas Group 4
Forward Thinking
Qantas has been pursuing innovation in technology, flight operations
and product and service for 90 years. Forward thinking has always
been, and always will be, part of our culture. This timeline highlights
our major achievements during that period – many of them ‘firsts’ in
Founded in First airline to offer Qantas employee Invented Business World’s longest Pioneered flying
Queensland on round-the-world Jack Grant Class travel flight undertaken operations over
16 November services via both invented the by a commercial the Silk Road route,
hemispheres inflatable aircraft 1979 jet aircraft: saving 30 minutes’
1920 escape slide-raft London-Sydney flying time, after six
1958 non-stop with years’ planning with
1965 a B747-400 the Civil Aviation
Authority of China
1989 and Airservices
Australia
2001
1943-45
Flew the world’s
longest route of
28 hours from
Perth to Colombo 1980s
(Sri Lanka) using
Catalina Flying 1974 Leading role in
developing 2002
Boats, undertaken
1959 World record for Extended Twin First airline to
in almost total
radio silence to First airline outside
largest passenger
load, evacuating
Operations with
the B767-200ER 1995 introduce Rockwell
Collins Multi Scan
avoid Japanese the United States 674 passengers fleet, dramatically Leading role in the radar on B747-
attack: 271 safe to fly Boeing 707 with 23 crew via improving use of Future Air 400ERs to detect
crossings, 858 jets and to take B747 after Cyclone reliability, saving Navigation system the ice content of
passengers, nearly passengers by jet Tracy devastated fuel and reducing to optimise routing storms and deliver
a million miles across the Pacific Darwin flight times and save fuel smoother flying
the aviation industry – and the milestones we are set to reach over
the next 10 years, as we move towards our centenary. Continued
innovation will be essential to meet the needs of customers and
deliver value for shareholders.
First airline to First airline to First airline to offer World record for Only airline to offer Next generation
introduce launch low-fare ‘degustation’ First commercial engine Premium Economy flying with the
specialised cabin long haul Tasting Menu with performance with with in-arm inflight arrival of the first
lighting on long operations Neil Perry cuisine 42,019 hours entertainment of our B787 fleet
haul flights to with Jetstar on-wing (equal to
promote well-being 2007 1,000 return trips 2008 2012
and reduce jetlag 2006 to the UK) with
a Qantas General
2003 Electric CF6-80C2
engine installed on
a B747-400 aircraft
for nine years
2008
2008
Achieved a ‘perfect
flight path gate
to gate’ with the
inaugural A380
2004 2008 service between
Los Angeles
First full service
airline to 2006 Introduced the
Qantas Airbus
and Melbourne
using Required
successfully launch
a budget airline,
First airline to
perform a landing
A380, the world’s
first passenger
Navigation
Performance 2010
Jetstar, with the using the satellite aircraft cabin and air traffic Introduced a new
largest first day of
commercial sales
technology-based
Global Landing
wholly conceived
by one acclaimed
management to
save thousands
era of domestic
flying with 2020
(100,000 fares) in System with a designer: Marc of kilograms of Next Generation Centenary
aviation history B737-800 Newson carbon emissions Check-in of Qantas
“The task for this 21st century aviation generation…

is to create the infrastructure of the sky. We have
all the elements in Australia for the world’s best
air traffic management regime... now is the time
to make Australian skies the safest, smartest and
most environmentally sustainable on the planet.”
Alan Joyce, SafeSkies Conference, Canberra, October 2009
the qantas Group 6
Chairman’s Report
This year the Qantas Group trebled last year’s profit

by taking rapid advantage of improving conditions,
and by maximising the strengths of Qantas and Jetstar,
its two complementary flying brands.
I am pleased to report that the Qantas Key factors Industry context and outlook
Group delivered a good result for Key factors in the result this year included: In 2009/2010 global operating conditions
2009/2010 and laid the groundwork — A robust performance by Qantas, which improved from historic lows, with recovery
for continuing and sustainable success. was Australia’s most profitable and in demand in both the passenger and
punctual domestic airline, and which freight markets. International demand
Highlights achieved a significantly improved improved across premium and leisure
Highlights of the year were: international performance despite sectors. Domestic business demand also
— Underlying Profit Before Tax global uncertainty and the impact returned strongly, although domestic
of $377 million of the volcanic ash disruptions leisure demand continued to be relatively
— Revenue of $13.8 billion — A record profit by Jetstar, which grew soft late in the financial year.
— Operating cash flow of $1.3 billion passenger revenue by 21 per cent Looking ahead, the Australian
— Cash held at year end of $3.7 billion and increased international capacity commercial aviation sector will remain
by 50 per cent highly competitive, both domestically
In 2008/2009 the Group stood out — A record performance by Qantas and internationally. Aviation is a complex
in the global aviation sector by recording Frequent Flyer, with all-time highs industry, subject both to long-term
a profit, due to its decisive response to in customer satisfaction and benefits economic cycles and short-term shocks,
the global financial crisis. This year the deriving from enhanced alliance with high fixed costs and long investment
Group trebled that profit by taking relationships, notably with the lead times. The industry is globalising
rapid advantage of improving conditions, Woolworths Group unevenly, and still suffers overcapacity
and by maximising the strengths of — Industry-leading financial strength, and high start-up and drop-out rates.
Qantas and Jetstar, its two complementary including cash holdings of $3.7 billion, To succeed, the Qantas Group’s two
flying brands. increased operating cash flow, and flying brands will be competing vigorously
the best credit rating of any airline every day in their different market
in the world segments – the full service Qantas and
— Continuing investment in a modern and the low fares Jetstar.
simplified fleet, with around 160 aircraft
on order, and an average of one delivery Reporting clarity
per month planned for the next This year the Group introduced a new
eight years primary reporting measure: Underlying
— Continuing innovation and improvement Profit Before Tax (PBT). This is a
in the customer experience, including non-statutory measure which is now
the industry-leading Next Generation being used by the Board of Directors
Check-in and Executive Committee to assess and
— Significant progress towards $1.5 billion improve the performance of the Group.
in permanent savings over three years Underlying PBT makes it easier for the
through the QFuture program, with Group – and its shareholders – to identify
$533 million in savings achieved this how well the Group manages those
year, allied to a business transformation business factors it controls, by eliminating
and simplification agenda the difficulty statutory accounting
treatments pose in recording one-off
and high-change factors such as hedge
volatility in currencies and fuel.
Dividend approach
The Board recognises the desirability
of returning a dividend to shareholders
wherever possible, and careful
consideration was given to this matter.
Over the coming period the Qantas Group
will need to service its very high capital
requirements, and retaining a high credit
rating remains a priority. The economic
outlook and competitive situation will
continue to be challenging and potentially
volatile. With this in mind, the Board has
determined not to deliver an interim or
final dividend in 2009/2010, and future
dividends will continue to be assessed
against ongoing earnings performance
and capital requirements.
People
On behalf of the Board of Qantas, I want
to thank all members of the Qantas
Group for their efforts through the year.
I travel a lot, which means I often get to
see their dedication at first hand, across
Australia and throughout our international
networks. The good results this year are
in large part testament to the immense
dedication and skill our staff display day in
day out. They have much to be proud of.
Leigh Clifford, AO
the qantas Group 8
CEO’s Report
Our strategy is to create two airlines – Qantas and Jetstar

– that are the best in their class, giving us the flexibility
to ride economic cycles, leverage different sectors of the
market, and maintain a robust operating cash flow.
It has been a busy and productive year

at the Qantas Group.
Our strategy is to create two airlines –
Qantas and Jetstar – that are the best in
their class, and which will continue to give
us the flexibility to ride economic cycles,
leverage different sectors of the market,
and maintain a robust operating cash flow.
Our fleet strategy reflects this approach.
With Marc Newson’s signature design
and a dedicated crew in all cabins, the
Qantas Airbus 380 has become a
destination in its own right. We will
have 10 in service by 2011, and a further
10 coming into service over the next
five years.
We have also brought forward our order
for 50 Boeing 787s, with the first now due
in mid-2012. We will be the second largest
airline customer for these new-era aircraft
– offering improved technologies, lower
operating costs, fuel efficiencies, and
greater passenger comfort.
The first 15 B787s will go to Jetstar
International, enabling the transfer of
A330-200s to Qantas and the earlier
retirement of eight Qantas B767-300ERs,
effectively renewing both airlines’ fleets.
Qantas On-board: New domestic Business Jetstar

It is now 90 years since Qantas started in Class menus will be designed by our With Jetstar, the goal is to create the best
outback Queensland, and we remain hard Qantas consultant chef Neil Perry to be low fares airline in the world, which is all
at work to make a journey with Qantas a more consistent with our international about sustainable growth and being true
fresh and enjoyable experience for each offering. A new inflight entertainment to the positive and energetic values of the
new generation of travellers. format is also being introduced. brand. For example, this year Jetstar was
In the past year we have introduced Lounges: We have one of the world’s the first airline in the world to trial the
more features to give our customers best domestic airline networks and our iPad as an inflight entertainment system.
greater control and flexibility. This includes international lounges designed by Marc Jetstar has now carried more than
exit row seat purchase, additional baggage Newson set the benchmark for global 50 million passengers since taking off
allowance purchase, advanced seat excellence. We will be undertaking a in 2004, with more than half of them
selection and combined bookings for significant refresh of Qantas Club lounge travelling for under $100. It is now well
flights, car hire and travel insurance. facilities, with our domestic Business placed in Asia through Jetstar Asia, which
We are successfully introducing Next lounges modelled on our international is based in Singapore, and Jetstar Pacific
Generation Check-in, and it will Business lounges. Neil Perry will design in Vietnam. It has a real opportunity to
progressively be rolled out around major the food menus. achieve more.
domestic ports. With our new Q Card Our enhanced Qantas Frequent Flyer
Readers, Next Generation Check-in will program now has 7.2 million members Our people
be as simple as a flick of a card, and we’re and continues to offer major opportunities This year our people continued to excel:
also simplifying the bag drop process. for the Group to win and reward loyal from exceptional customer care during the
Our Qantas ‘refresh’ project is about customers. volcanic ash crisis, through to delivering a
redefining the Qantas signature at home world first new check-in system, they have
and in the world – one that is modern, gone above and beyond. On behalf of the
caring, distinctive, contemporary and leadership team I want to acknowledge
consistent. and thank everyone for their efforts.
Cabin: We are creating a seamless
Business Class offering. We’ll be investing
millions to upgrade the cabin and seats ALAN JOYCE
on nine B747s, which will bring them in
line with our A380s. Over the coming year
our domestic fleet will be revamped with
a new look Business Class product.
the qantas Group 10
Board of Directors
Leigh Clifford, AO Alan Joyce

BEng, MEngSci BApplSc(Phy)(Math)(Hon.),
Chairman MSc(MgtSc), FRAeS
Independent Non-Executive Director Chief Executive Officer
Leigh Clifford was appointed to the Qantas Board in Alan Joyce was appointed Chief Executive Officer and
August 2007 and as Chairman in November 2007. Managing Director of Qantas in November 2008 and
He is Chairman of the Qantas Nominations Committee. CEO Designate and to the Qantas Board in July 2008.
Mr Clifford is a Director of Barclays Bank plc and He is a Member of the Safety, Health, Environment
Bechtel Group Inc. He is Chairman of Bechtel Australia and Security Committee. Mr Joyce is a Director of a
Pty Ltd and the Murdoch Childrens Research Institute, number of controlled and associated entities of the
a Senior Advisor to Kohlberg Kravis Roberts & Co and Qantas Group, and a former Director of Orangestar
a Board Member of the National Gallery of Victoria Investment Holdings Pte Limited and Jetstar Pacific
Foundation. Mr Clifford was Chief Executive of Rio Airlines Aviation Joint Stock Company. He was the
Tinto from 2000 to 2007. He retired from the Board CEO of Jetstar from 2003 to 2008. Before that,
of Rio Tinto in 2007 after serving as a Director of Mr Joyce spent over 15 years in leadership positions
Rio Tinto plc and Rio Tinto Limited for 13 and 12 years for Qantas, Ansett and Aer Lingus. At both Qantas
respectively. His executive and board career with and Ansett, he led the Network Planning, Schedules
Rio Tinto spanned some 37 years, in Australia and Planning and Network Strategy functions. Prior to
overseas. Age: 62 that, Mr Joyce spent eight years at Aer Lingus, where
he held roles in Sales, Marketing, IT, Network Planning,
Operations Research, Revenue Management and Fleet
Planning. Age: 44
Garry Hounsell Paul Rayner

BBus(Acc), FCA, CPA, FAICD BEc, MAdmin, FAICD
Independent Non-Executive Director Independent Non-Executive Director
Garry Hounsell was appointed to the Qantas Board Paul Rayner was appointed to the Qantas Board in July
in January 2005. He is Chairman of the Audit 2008. He is a Member of the Audit Committee and
Committee and a Member of the Nominations Safety, Health, Environment and Security Committee.
Committee. Mr Hounsell is Chairman of PanAust Mr Rayner is a Director of Boral Limited and Centrica plc.
Limited and a Director of Orica Limited, DuluxGroup He also serves as Chairman of Boral’s and Centrica’s
Limited and Nufarm Limited. Mr Hounsell is also Audit Committees. From 2002 to 2008, Mr Rayner
Deputy Chairman of Mitchell Communication Group was Finance Director of British American Tobacco plc,
Limited. He is Chairman of Investec Global Aircraft based in London. Mr Rayner joined Rothmans
Fund, a Director of Ingeus Limited and a Board Holdings Limited in 1991 as its Chief Financial Officer
Member of law firm Freehills. Mr Hounsell is a and held other senior executive positions within the
former Senior Partner of Ernst & Young and Group, including Chief Operating Officer of British
Chief Executive Officer and Country Managing American Tobacco Australasia Limited from 1999 to
Partner of Arthur Andersen. Age: 55 2001. Previously Mr Rayner worked for 17 years in
various finance and project roles with General Electric,
Rank Industries and the Elders IXL Group. Age: 56
General Peter Cosgrove, AC, MC Patricia Cross Richard Goodmanson

FAICD BSc(Hons), FAICD BEng(Civil), BCom, BEc, MBA
Independent Non-Executive Director Independent Non-Executive Director Independent Non-Executive Director
Peter Cosgrove was appointed to the Qantas Board Patricia Cross was appointed to the Qantas Board Richard Goodmanson was appointed to the Qantas
in July 2005. He is a Member of the Safety, Health, in January 2004. She is a Member of the Audit and Board in June 2008. He is a Member of the
Environment and Security Committee and a Director Remuneration Committees. Mrs Cross is a Director Remuneration Committee and a Member of the
of Qantas Superannuation Limited. General Cosgrove of National Australia Bank Limited, JBWere Pty Limited, Safety, Health, Environment and Security Committee.
is a Director of Cardno Limited, Chairman of the South the Murdoch Childrens Research Institute, the Grattan Mr Goodmanson is a Director of Rio Tinto plc and
Australian Defence Industry Advisory Board and the Institute and the Methodist Ladies College. She is Rio Tinto Limited. From 1999 to 2009 he was
Australian War Memorial Council. General Cosgrove a Member of the Government’s Australian Financial Executive Vice President and Chief Operating Officer
served in the Australian Army from 1965 including Centre Forum and Melbourne University’s Advisory of E.I du Pont de Nemours and Company. Previous to
command of the international forces in East Timor Council to the Faculty of Business and Economics. this role, he was President and Chief Executive Officer
from 1999 until the force was withdrawn in February Mrs Cross was previously a director of Wesfarmers of America West Airlines. Mr Goodmanson was also
2000. He was the Chief of the Australian Defence Limited, Chairman of Qantas Superannuation Limited previously Senior Vice President of Operations for
Force from July 2002 until his retirement in July 2005. and Deputy Chairman of Victoria’s Transport Accident Frito-Lay Inc. and was a principal at McKinsey &
General Cosgrove was Australian of the Year in 2001. Commission. She has served on a variety of publicly Company Inc. He spent 10 years in heavy civil
Age: 63 listed, government, university and private company engineering project management, principally in South
boards. Prior to becoming a professional company East Asia. Mr Goodmanson was born in Australia and
director in 1996, Mrs Cross held senior executive is a citizen of both Australia and the United States.
positions with Chase Manhattan Bank, Banque Age: 63
Nationale de Paris and National Australia Bank. Age: 51
Dr John Schubert James Strong, AO Barbara Ward

BE, PhD, FIEAust, CPEng, FTS, FIChemE Independent Non-Executive Director BEc, MPolEc
Independent Non-Executive Director Independent Non-Executive Director
John Schubert was appointed to the Qantas Board James Strong was appointed to the Qantas Board Barbara Ward was appointed to the Qantas Board
in October 2000. He is Chairman of the Safety, Health, in July 2006. He is Chairman of the Remuneration in June 2008. She is a Member of the Safety, Health,
Environment and Security Committee and a Member Committee and a Member of the Nominations Environment and Security Committee and the Audit
of the Nominations Committee. Dr Schubert is a Committee. Mr Strong was the Chief Executive Committee. Ms Ward is Chairman of Country Energy,
Director of BHP Billiton Limited and BHP Billiton plc. Officer and Managing Director of Qantas between a Director of a number of Brookfield Multiplex Group
He is also Chairman of G2 Therapies Limited and the 1993 and 2001, following his appointment to the companies and O’Connell Street Associates Pty Ltd,
Great Barrier Reef Foundation. He was most recently Board in 1991. He is Chairman of Woolworths Limited, and is on the Advisory Board of LEK Consulting. She
Chairman of the Commonwealth Bank of Australia Kathmandu Holdings Limited and the Australia Council was formerly a Director of the Commonwealth Bank
and was also previously Chairman of WorleyParsons for the Arts. He is also a member of the Nomura of Australia, Lion Nathan Limited, Brookfield Multiplex
Limited and President of the Business Council of Australia Advisory Board and a Director of the Australian Limited, Allco Finance Group Limited, Record
Australia. Dr Schubert was also Managing Director Grand Prix Corporation. Mr Strong was formerly Investments Limited, Data Advantage Limited, Rail
and Chief Executive Officer of Pioneer International the Chairman of Insurance Australia Group Limited, Infrastructure Corporation and Delta Electricity. She
Limited from 1993 until 2000. Dr Schubert held a Director of IAG Finance (New Zealand) Limited, was Chairman of NorthPower and a Board Member
various positions with Esso in Australia and overseas. the Group Chief Executive of the DB Group in New of Allens Arthur Robinson. Ms Ward was Chief
In 1983, he was appointed to the Board of Esso Zealand and National Chairman of Partners of Corrs Executive Officer of Ansett Worldwide Aviation
Australia. In 1985, Dr Schubert became Esso’s Deputy Chambers Westgarth. He was also Chief Executive Services from 1993 to 1998. Before that, Ms Ward
Managing Director and in 1988 he became Esso’s Officer of Australian Airlines from 1985 until 1989. held various positions at TNT Limited, including
Chairman and Managing Director. Age: 67 He has been admitted as a barrister and/or solicitor General Manager Finance, and also served as a Senior
in various state jurisdictions in Australia. Age: 66 Ministerial Adviser to The Hon PJ Keating. Age: 56
the qantas Group 12
Information on Qantas and

Review of Operations
THE QANTAS GROUP 14
Information on Qantas
for the year ended 30 June 2010
NINETY YEARS OF EXPERIENCE Portfolio Businesses

Founded in the Queensland outback in 1920, Qantas is Australia’s largest In addition to its airline brands, the Group operates a number of airline
domestic and international airline and, for nearly 90 years, has been one related businesses, including Qantas Frequent Flyer and Qantas Freight,
of global aviation’s great pioneers and innovators. that provide diversified revenue streams.
The Qantas Group’s main business is the transportation of passengers With 7.2 million members and more than 400 partners, Qantas Frequent
using two complementary airline brands – Qantas and Jetstar. Flyer is the largest and most popular airline loyalty program in the
The airline brands operate regional, domestic and international services. southern hemisphere.
The Group’s portfolio of subsidiary businesses also includes Qantas Qantas Freight Enterprises manages the Group’s freight assets, which
Freight Enterprises and Qantas Frequent Flyer. include Qantas Freight and strategic assets in logistics business such as
The Group employs 35,700 people, 93 per cent of them based Australian air Express and Star Track Express.
in Australia.
Corporate Groups
A range of corporate groups provide guidance, shape policy, develop
ORGANISATIONAL STRUCTURE
strategic direction and perform a safeguarding role in terms of
compliance and performance monitoring for the Group. These include:
Executive Committee
—Business Information Systems
Alan Joyce, Chief Executive Officer and Managing Director
Bruce Buchanan, Chief Executive Officer Jetstar —Finance – financial policy, planning and reporting; treasury; tax;
David Epstein, Group Executive Government and Corporate Affairs insurance; fleet; investor relations and strategy
Gareth Evans, Chief Financial Officer —Government and Corporate Affairs – government and international
Lesley Grant, Group Executive Qantas Customer and Marketing relations; and employee and external communications
Rob Gurney, Group Executive Qantas Commercial
—Legal
David Hall, Group Executive Corporate Services and Technology
Simon Hickey, Chief Executive Officer Qantas Frequent Flyer —People – people strategy; industrial relations; remuneration; workforce
Brett Johnson, General Counsel management initiatives; and the implementation of programs aimed
Rob Kella, Chief Risk Officer at creating a competitive and motivated workforce
Jon Scriven, Group Executive People —Public Company – including the Company Secretary
Lyell Strambi, Group Executive Qantas Operations —Risk and Assurance – risk; safety; security; occupational health and
safety; environment; aviation health; and internal audit, providing an
Qantas
integrated approach to risk management across the Group
Qantas Airlines is a premium, full-service Australian domestic and
international airline that offers services across a broad network. Investments
Customer benefits include a global network, as many as four travel The Group has investments in other airline and airline related businesses
classes (depending on aircraft type), a leading loyalty program in Qantas and currently holds:
Frequent Flyer, inflight meals and entertainment, airport lounges and
—A 27 per cent stake in Vietnam’s Jetstar Pacific
other services. Qantas is a founding member of the oneworld global
airline alliance. —A 46 per cent interest in Air Pacific
The Qantas brands are: —A 58 per cent interest in Jetset Travelworld Limited
—Qantas – This interest will reduce to approximately 29 per cent if the
proposed merger transaction with Stella Travel Services
—QantasLink
is completed
Qantas Airlines is divided into three closely related groups:
Qantas is also a partner with Australia Post in two jointly controlled
—Commercial – sales and distribution, QantasLink, alliances entities:
—Customer and Marketing – customer experience, inflight services, —The domestic air freight operator Australian air Express
cabin crew, marketing
—The national road freight business Star Track Express
—Operations – engineering, airports, catering, flight operations,
operations planning and control, Qantas Aviation Services Airline Network
QantasLink is a full-service regional airline that supports Qantas’ Qantas Group airlines offer services to 184 destinations in 42 countries
domestic network by developing ‘feeder’ markets that connect – 59 in Australia and 125 in other countries (including those operated
regional business and leisure travellers with major cities. by codeshare partner airlines). They carried 41.4 million passengers in
2009/2010.
Jetstar
Domestically, Qantas, QantasLink and Jetstar operate around 5,300 flights
Jetstar, the Group’s low fares airline, began operating Australian a week serving 59 city and regional destinations in all states and mainland
domestic services in May 2004, international services in November 2006 territories (Qantas – 2,300; QantasLink – 1,900; Jetstar – 1,100).
and New Zealand domestic operations in June 2009. Following an
Internationally, Qantas and Jetstar operate more than 900 flights each
ownership restructure in April 2009, Jetstar also manages the Jetstar
week (Qantas – 600; Jetstar – 320). Jetstar also operates nearly
Asia operations based in Singapore.
170 domestic flights a week in New Zealand.
The Jetstar brands are:
—Jetstar
—Jetstar Asia
—Jetstar Pacific
15 ANNUAL REPORT 2010
Information on Qantas continued

Aircraft Fleet STRATEGIC DIRECTION

At 30 June 2010, the Qantas Group operated a total passenger and In 2009/2010, the Qantas Group delivered a strong result and advanced
freighter fleet of 254 aircraft. plans for a successful and sustainable future.
The Group’s two-brand strategy, supported by its portfolio of other
30 June 30 June
Aircraft Type 2010 2009 assets, remains central to its future growth plans and success.
Qantas and QantasLink A380-800 6 3 The two complementary airline brands – Qantas and Jetstar – continue
B747-400ER 6 6 to meet the needs of different market segments.
B747-400 21 24 Qantas and Jetstar continue to give the Group an optimal 65 per cent
B767-300ER 26 29 Australian domestic market share, and the best opportunities to develop
an expansive and profitable international network.
B737-800 41 38
The Group’s portfolio businesses and investments continue to provide
B737-400 21 21
strategic flexibility and earnings diversification.
B737-300 – 3
The pillars of the Group’s strategy are:
A330-200 7 6
A330-300 10 10 —Safety as a first priority, backed by an unwavering commitment to
world’s best safety practices and reporting
B717-200 11 11
—The right aircraft on the right routes, with fleet renewal delivering one
Dash 8 100/200/300 21 21
of the world’s most effective fleets flying on an optimal route network
Q400 21 14
—Customer service excellence
Total Qantas and QantasLink Fleet 191 186
Jetstar A330-200 7 6 —Operational efficiency and achieving simplicity and further productivity
across the business
A320-200 36 33
—Two strong complementary brands – Qantas and Jetstar as the best
A320-200 (Jetstar Asia) 10 7
premium and low fares brands respectively
A321-200 6 4
Total Jetstar Fleet 59 50 QFuture
Total Passenger Fleet 250 236 QFuture is a three-year business transformation program aimed at
Express Freighters Australia B737-300SF 4 4 equipping Qantas for sustainable growth in an increasingly competitive
Total Fleet 254 240 operating environment. The program is targeting $1.5 billion in revenue
improvements and cost savings over three years from 1 July 2009.
During the year, the Group brought 23 new aircraft into service: The program is focusing on transformation across a wide range of
—Qantas and QantasLink – three A380s, one A330-200, operational and non-operational areas such as aircraft utilisation and
three B737-800s, seven Bombardier Q400s scheduling, alliances, procurement, airport terminal development,
—Jetstar, including Jetstar Asia – one A330-200, six A320-200s, business information solutions and office consolidation.
two A321-200s
Product, Service and Technology
The Group retired nine aircraft – three B747-400s, three B767-300ERs
The Group remains committed to innovation and investment in customer
and three B737-300s.
service, new and enhanced products, infrastructure, leading edge
More than 150 new aircraft are planned for delivery over the next technology and training.
eight years. This represents more than one new aircraft per month,
Development work undertaken during the year culminated in
and will enable the retirement of up to 65 older aircraft with some
commencement of the world first Next Generation Check-in at Qantas’
types (B767-300 and B737-400) to be progressively phased out.
domestic terminal in Perth.
Qantas Group Aircraft on order at 30 June 20101 In February 2010, Qantas announced a $400 million, three-year program
A380-800 14 to upgrade nine B747-400 aircraft and reconfigure the A380 fleet to meet
A330-200 5 forecast changes in passenger demand.
B787-8 15 Jetstar continued work to achieve a target of 100 per cent customer self
B787-9 35 service – from booking to boarding.
B737-800 28 New Qantas A330-200 and B737-800 aircraft entered service on
A320 Family 54 domestic and trans-Tasman services respectively, featuring enhanced
cabin product, including a seat-back inflight entertainment system on
Q400 7
the B737-800s.
Total 158
1. Firm deliveries, excluding rights to purchase.
THE QANTAS GROUP 16
Review of Operations
SUMMARY
Underlying Profit Before Tax (PBT)1 more than tripled to $377 million in 2009/2010 from $100 million in 2008/2009.
Underlying Income Statement
$M 2010 2009 $ change

Net passenger revenue 10,938 11,604 (666)
Net freight revenue 821 764 57
Other 2,013 2,014 (1)
Revenue 13,772 14,382 (610)
Operating expenses 11,577 12,545 968
Depreciation and amortisation 1,200 1,251 51
Non-cancellable operating lease rentals 527 450 (77)
Expenses 13,304 14,246 942
Underlying EBIT 468 136 332
Net finance costs (91) (36) (55)
Underlying PBT 377 100 277
1. Underlying PBT is the primary measure used by Management and the Board to assess the financial performance of the Group. All financial information in the table above and the commentary
below is adjusted to reflect the underlying result. Refer to page 59 for a reconciliation of Underlying PBT to Statutory PBT.
Key features of this result were:

—Revenue was down 4 per cent to $13,772 million from $14,382 million
—Operating expenses improved 8 per cent to $11,577 million from $12,545 million
—Net unit costs improved by 4 per cent to 5.55 cents/ASK from 5.80 cents/ASK
—QFuture delivered cost savings of $533 million
—Operating cash flows improved 14 per cent to $1,307 million from $1,149 million
—Statutory Profit After Tax was down 6 per cent to $116 million from $123 million
—Earnings per share was down 13 per cent to 4.9 cents from 5.6 cents
OVERVIEW
The Qantas Group reported an Underlying PBT of $377 million for the year ended 30 June 2010, an increase of 277 per cent on the previous year’s
result of $100 million.
$M 2010 2009 $ change

Qantas 67 4 63
Jetstar 131 107 24
Qantas Frequent Flyer 328 226 102
Qantas Freight 42 7 35
Jetset Travelworld 14 16 (2)
Corporate/Eliminations (114) (224) 110
Underlying EBIT 468 136 332
Net finance costs (91) (36) (55)
All business segments have remained profitable, demonstrating yield improvements from lows resulting from the global economic downturn and
robust cost saving achievements for the year. The Qantas, Jetstar, Qantas Freight and Qantas Frequent Flyer businesses have all delivered double digit
percentage growth in underlying earnings compared to the prior year, with both Jetstar and Qantas Frequent Flyer delivering record results.
Group revenue for the year was $13,772 million, a 4 per cent decrease from the prior year’s revenues of $14,382 million. Average passenger yields
(excluding the impact of FX) fell 7 per cent to 10.61 cents/RPK from 11.43 cents/RPK in the prior year. These falls reflect the full year impact of the
global financial crisis on demand, as well as external factors such as the H1N1 influenza outbreak and the closure of European airspace in response
to Icelandic volcanic activity.
Review of Operations continued

Operating expenses for the year were $11,577 million, an improvement of 8 per cent from the prior year’s operating expenses of $12,545 million.
Unit costs improved by 8 per cent to 8.07 cents/ASK from 8.80 cents/ASK in the prior year. These improvements were attributable to substantial
reductions in fuel and manpower costs, and savings of $533 million for the year from the QFuture program. Fuel into-plane prices were 13 per cent
lower than 2008/2009. Excluding fuel and one-off items, net underlying unit costs were 5.55 cents/ASK, an improvement of 4 per cent on the
previous year’s result of 5.80 cents/ASK.
2010 2009 % change

Available Seat Kilometres (ASKs)1 M 124,717 124,594 0.1
Revenue Passenger Kilometres (RPKs)2 M 100,727 99,176 1.6
Passenger Numbers ’000 41,428 38,438 7.8
Seat Factor % 80.8 79.6 1.2 pts
Yield (excluding FX) c/RPK 10.61 11.43 (7.2)
Net Underlying unit cost3 c/ASK 5.55 5.80 4.3
1. ASK – total number of seats available for passengers, multiplied by the number of kilometres flown.
2. RPK – total number of paying passengers carried, multiplied by the number of kilometres flown.
3. Net Underlying unit cost – Net expenditure excluding fuel and one-off items per ASK.
The Qantas Group funded the purchase of 11 new aircraft, and leased a further 12 in 2009/2010. This resulted in an increase in the Group’s net debt
including non-cancellable operating leases, of $474 million, and a corresponding increase in Group gearing to 51:49.
2010 2009 $ change

Net Debt1 $M 2,209 1,923 286
Net Debt including off balance sheet debt2 $M 6,170 5,696 474
Equity (excluding hedge reserves) $M 5,896 5,794 102
Net Debt to Net Debt and Equity Ratio3 51:49 50:50
1. Includes fair value of hedges related to debt and aircraft security deposits.
2. Includes non-cancellable operating leases, excluding hedge reserves. Non-cancellable operating leases are a representation assuming assets are owned and debt funded and is not consistent with
the disclosure requirements of AASB 117: Leases.
3. Net Debt to Net Debt and Equity (including off balance sheet debt from operating leases excluding hedge reserves).
Qantas Group cash was $3,704 million as at 30 June 2010, an increase of $87 million from 30 June 2009. This reflects improvements in the Group’s
operating cash flows, and ongoing management of the Group’s strong liquidity position.
$M 2010 2009 $ change

Cash at Beginning 3,617 2,599 1,018
Operating Cash Flow 1,307 1,149 158
Investing Cash Flow (1,601) (1,163) (438)
Financing Cash Flow 381 1,032 (651)
Cash at Year End 3,704 3,617 87
Operating cash flow grew to $1.3 billion, an increase of $158 million compared to the prior year result that included Qantas Frequent Flyer billings
associated with the direct earn rush in. This increase was attributable to:
—Improvements in cash earnings across the Group and working capital initiatives
—Tax refunds of $129 million in 2009/2010, compared to payments of $274 million in 2008/2009
Investing cash flows grew to $1.6 billion for the year following the purchase of 11 new aircraft, including three A380s.
Financing cash flows decreased to $0.4 billion, from $1.0 billion for 2008/2009. The reduction reflects the capital raising and dividend payments that
took place in 2008/2009, as well as prepayments of secured debt undertaken in 2009/2010.
THE QANTAS GROUP 18

QANTAS
2010 2009 % change

Total Revenue $M 10,609 11,624 (9)
Underlying EBIT $M 67 4 >100
Qantas achieved an Underlying EBIT of $67 million for the full year, $63 million above the prior year. This result reflects effective capacity and yield
management during tough economic conditions. Fuel savings resulting from lower average fuel into-plane prices, operational savings from capacity
reductions and $533 million in QFuture benefits have contributed to the profitable result for the year.
Passenger revenue declined 10 per cent compared to the prior year, primarily due to capacity reductions across the international network which was
required to mitigate the softening in demand experienced during the economic downturn.
Weak premium demand affected international yields particularly in the first half of the year. Yields began to recover in the second half, however
recovery was impacted by international events including Icelandic volcano disruptions and political unrest in Bangkok. The effects of the Icelandic
volcano on Qantas’ earnings totalled $46 million.
Whilst international capacity decreased 9.4 per cent compared to the prior year, seat factor remained strong at 82.5 per cent.
Qantas domestic yields, while lower than the prior year, are improving from the lowest point reached in the second half of 2009 and the beginning
of 2010. Business demand continues to recover.
QFuture
The QFuture business transformation program aims to equip Qantas for sustainable and profitable growth in an increasingly competitive operating
environment.
QFuture initiatives achieved a $533 million benefit in terms of cost savings and new revenue in the program’s first full year, with significant savings
in manpower, fuel conservation, IT and other direct costs.
The program continues to target a total $1.5 billion benefits by the end of 2011/2012.
JETSTAR
2010 2009 % change

Total Revenue $M 2,197 1,851 19
Underlying EBIT $M 131 107 22
Jetstar achieved an Underlying EBIT of $131 million, a 22 per cent increase on the prior year, with capacity increasing by 27.8 per cent across
its network.
This substantial capacity growth increased Jetstar’s passenger revenue by 21 per cent. The inclusion of a full year’s operation for Jetstar Asia and
expansion across the international network resulted in a 50 per cent increase in international capacity. The Group’s New Zealand domestic routes
were successfully transferred to Jetstar, delivering the Group substantial savings and profit improvements in this important market. International
growth was supported by additional A330 capacity ahead of the arrival of the B787.
Jetstar remained firmly established as Australia’s leading low fares airline and continued to grow.
The launch of the Jetstar Credit Card, along with other product innovations, also contributed to the increase in total revenue.
Strong cost management was achieved during the year. Gross unit cost (excluding fuel and non-recurring items) is 2 per cent lower than the prior year.
QANTAS FREQUENT FLYER
2010 2009 % change

Members M 7.2 5.8 24
Total Revenue $M 1,108 1,049 6
Underlying EBIT $M 328 226 45
Normalisation Adjustment $M (161) (77) >100
Normalised EBIT1 $M 167 149 12
1. Normalised EBIT is a non-statutory measure which restates redemption revenue to the fair value of awards redeemed (removing the impact of the change in accounting estimate) and recognises
the ‘marketing revenue’ when a point is sold. This creates a comparable basis for the presentation of results.
Qantas Frequent Flyer achieved a record Underlying EBIT of $328 million which was $102 million higher than the prior year. This result includes the
full-year impact of the change in accounting estimate implemented on 1 January 2009, which has contributed $161 million to the 2009/2010 result,
compared to $77 million in 2008/2009 (calculated on a normalised basis).
The reduction in Qantas’ capacity has resulted in lower Classic Award redemptions. However, Any Seat and Frequent Flyer Store redemptions have
increased 21 per cent and 8 per cent respectively, resulting in an overall increase in the redemption margin of 10 per cent.
Qantas Frequent Flyer continued to build on program enhancements and alliances through 2009/2010. The successful launch of the Woolworths
alliance has assisted in maintaining point sales during the global financial crisis.
More than 1.4 million new members have joined since 1 July 2009, with total membership increasing to over 7.2 million people. Of the total
members, around 2.8 million have linked through the partnership with the Woolworths Group.

QANTAS FREIGHT
2010 2009 % change

Total Revenue $M 1,007 1,080 (7)
Underlying EBIT $M 42 7 >100
Load Factor % 60.0 54.0 6 pts
Qantas Freight’s Underlying EBIT of $42 million was $35 million above the prior year. The significant improvement reflects recovery in the airfreight
market since November 2009.
The freighter network has shown strong recovery of volumes and yields on the key China-US routes. This is due to restocking of retail inventories
and the global launch of new electronic devices.
The global freight market has been slower to recover. Volumes are improving but, due to intense competition, yields remain lower than the
prior year.
JETSET TRAVELWORLD GROUP
2010 2009 % change

Total Transaction Value $M 2,198 2,377 (8)
Total Revenue $M 135 145 (7)
Underlying EBIT $M 14 16 (13)
Jetset Travelworld Group Underlying EBIT was $14 million. The recovery from the economic downturn has been slower than anticipated with volumes
lower than the prior year. A continued focus on cost control has helped to offset the revenue decline.
STATUTORY RESULT
Management and the Board have adopted Underlying PBT as the primary measure of business performance. A reconciliation to Statutory PBT is
provided below.
$M 2010 2009 $ change

Non-recurring items (59) (106) 47
Ineffectiveness and non-designated derivatives relating to other reporting periods (140) 187 (327)
Statutory PBT 178 181 (3)
Statutory PBT was $178 million, down $3 million on the prior year.
Statutory PBT includes ineffectiveness and non-designated derivatives relating to other reporting periods of $140 million in losses in 2010, compared
to $187 million in gains in 2009.
Non-recurring items in the statutory result included aircraft write-downs of $48 million, transaction costs incurred during the year in relation to the
Jetset Travelworld Group merger, and other provisions.
THE QANTAS GROUP 20
Corporate Governance Statement

OVERVIEW
Corporate Governance is core to ensuring the creation, protection

and enhancement of shareholder value. The Board maintains,
and requires that Qantas Management maintains, the highest
level of corporate ethics. The Board comprises a majority of
Independent Non-Executive Directors who, together with the
Executive Director, have an appropriate balance of skills,
experience and expertise. The Board endorses the ASX Corporate
Governance Council’s Corporate Governance Principles and
Recommendations, 2nd Edition (ASX Principles).
THE BOARD LAYS SOLID FOUNDATIONS FOR MANAGEMENT Board Meetings

AND OVERSIGHT The Board holds seven formal Meetings a year, one of which serves to
The Board has adopted a formal Charter which is available in the review and approve the strategy and financial plan for the next financial
Corporate Governance section on the Qantas website. year. Additional Meetings are held as required. The Board also meets
The Board is responsible for setting and reviewing the strategic direction with Executive Management to consider matters of strategic importance
of Qantas and monitoring the implementation of that strategy by to Qantas.
Executive Management, including: Details of the Directors, their qualifications, skills and experience are
—Promoting ethical and responsible decision-making available on pages 10 and 11. Attendance at 2009/2010 Board and
Committee Meetings is detailed on page 29.
—Monitoring compliance with all relevant laws, tax obligations,
regulations, applicable accounting standards and significant corporate Australian Provisions
policies (including the Qantas Code of Conduct & Ethics)
The Qantas Constitution contains the following provisions required by
—Overseeing the Qantas Group, including its control and the Qantas Sale Act to ensure the independence of the Qantas Board
accountability systems and to protect the airline’s position as the Australian flag carrier:
—Approving the annual operating budget and monitoring the operating —Head office must be in Australia
and financial performance of the Qantas Group
—Two-thirds of the Directors must be Australian citizens
—Approving and monitoring the capital management strategy, including
—Chairman must be an Australian citizen
major acquisitions and divestitures
—Quorum for a Directors’ Meeting must include a majority
—Appointing and removing the Chief Executive Officer (CEO)
of Directors who are Australian citizens
—Monitoring the performance of the CEO and Executive Management,
—Maximum 49 per cent aggregate foreign ownership
including the Chief Financial Officer (CFO)
—Maximum 35 per cent aggregate foreign airline ownership
—Developing Board and Executive Management and succession
planning —Maximum 25 per cent ownership by one foreign person
—Ensuring a clear relationship between performance and executive
remuneration
—Monitoring the Group’s system of risk management and internal
compliance and control
—Ensuring that the market and shareholders are fully informed
of material developments
The CEO is responsible for the day-to-day management of the Qantas
Group with all powers, discretions and delegations authorised, from time
to time, by the Board. Details of the CEO’s Management Team are
detailed on page 14.
Corporate Governance Statement continued

THE BOARD IS STRUCTURED TO ADD VALUE Qantas believes that the following materiality thresholds are relevant
Qantas currently has ten Directors (see details on pages 10 and 11). when considering the independence of Non-Executive Directors:
Nine Directors are Independent Non-Executive Directors elected by —For Directors:
shareholders. The Independent Non-Executive Directors are: – A relationship which accounts for more than 10 per cent of their
gross income (other than Director’s fees paid by Qantas), or
Year of
Director Appointment – When the relationship is with a firm, company or entity, in respect
Leigh Clifford (Chairman) 2007 of which the Director (or any associate) has more than a 20 per cent
Peter Cosgrove 2005 shareholding if a private company or two per cent shareholding if
a listed company
Patricia Cross 2004
Richard Goodmanson 2008 —For Qantas:
Garry Hounsell 2005 – In respect of advisers or consultants – where fees paid exceed
$2 million per annum
Paul Rayner 2008
John Schubert 2000 – In respect of suppliers – where goods or services purchased by
the Qantas Group exceed $100 million per annum (other than
James Strong 2006
banks, where materiality must be determined on a case by case
Barbara Ward 2008 basis), or
– In respect of customers – where goods or services supplied by
Independence the Qantas Group exceed $100 million per annum
Independent Directors are those who have the ability to exercise their Qantas, as the principal Australian airline, has commercial relationships
duties unfettered by any business or other relationship and are willing with most, if not all, major entities in Australia. As such, in determining
to express their opinions at the Board table free of concern about their whether a Non-Executive Director is independent, simply being a
position or the position of any third party. The Board does not believe it non-executive director on the board of another entity is not, in itself,
is possible to draft a list of criteria which are appropriate to characterise, sufficient to affect independence. Nevertheless, any Director on the
in all circumstances, whether a Non-Executive Director is independent. board of another entity is ordinarily expected to excuse themselves
It is the approach and attitude of each Non-Executive Director which during any meeting where that entity’s commercial relationship with
is critical and this must be considered in relation to each Director while Qantas is to be directly or indirectly discussed.
taking into account all other relevant factors, which may include whether
Qantas currently has one Executive Director Alan Joyce, who is not
the Non-Executive Director:
treated as independent.
—Is a substantial shareholder (within the definition of section 9 of the
Independent professional advice is available to the Directors if necessary,
Corporations Act) of Qantas, or an officer of, or otherwise associated
at the expense of Qantas.
directly with, a substantial shareholder of Qantas
At the 2000 AGM, shareholders approved Qantas entering into Director
—Has, within the last three years, been employed in an executive
Protection Deeds with each Director.
capacity by the Qantas Group
—Has, within the last three years, been a principal of a material Nominations Committee
professional adviser or a material consultant to the Qantas Group or The Nominations Committee:
an employee materially associated with the service provided
—Has four Members who are Independent Non-Executive Directors
—Is a material supplier or customer of the Qantas Group, or an officer
of or otherwise associated directly or indirectly with a material supplier —Is chaired by Leigh Clifford
or customer —Has a written Charter which is available in the Corporate Governance
—Has any material contractual relationship with the Qantas Group other section on the Qantas website
than as a Director —Meets as required to assist the Board in fulfilling its corporate
—Has served on the Board for a period which could materially interfere governance responsibilities in regard to:
with the Director’s ability to act in the best interests of the Qantas – Board appointments, re-elections and performance
Group (and it is neither possible nor appropriate to assign a fixed term – Directors’ induction and continuing development
to this criteria)
– Committee Membership
—Is free from any interest and any business or other relationship which
– Endorsement of Executive Management appointments
could, or could reasonably be perceived to, materially interfere with
the Director’s ability to act in the best interests of Qantas – Diversity obligations
The Board Charter requires each Director to immediately disclose to the The experience and qualifications of Members of the Nominations
Board if they have any concerns about their independence. Committee are detailed on pages 10 and 11. Membership of and
attendance at 2009/2010 Nominations Committee Meetings are
All Independent Non-Executive Directors bring an independent view
to the consideration of Board issues.
Appointment and Re-Election of Directors
When appointing new Directors, the Board and its Nominations
Committee looks to ensure that an appropriate balance of skills,
experience, expertise and diversity is maintained. External consultants are
engaged to assist with the selection process as necessary and each Board
Member has the opportunity to meet with the nominated Director.
Directors receive formal letters of appointment setting out the key terms,
conditions and expectations of their appointment.
Directors to be re-elected are reviewed by the Nominations Committee.
Directors are re-elected in accordance with the Qantas Constitution and
the ASX Listing Rules.
THE QANTAS GROUP 22

Induction and Continuing Development of Directors Whistleblower Policy

A formal induction program is available to new Directors to ensure they The Qantas Whistleblower Policy encourages employees to report concerns
have a working knowledge of Qantas (including its culture and values) in relation to illegal, unethical or improper conduct in circumstances
and the aviation industry. where they may be apprehensive about raising their concern because of
The Directors have open access to all relevant information, including fear of possible adverse repercussion. A Qantas Whistleblower Committee
discussions from Management and subject matter experts, and visits to has been established to manage investigations and report to the Board
operations. Directors may meet independently with Management at any and Audit Committee. The Policy is available to all Qantas Group
time to discuss areas of interest or concern. employees and is summarised in the Qantas Group Business Practices
Document which is available in the Corporate Governance section on
Review of Board Performance the Qantas website.
The Board undertakes an annual review of its performance, and that
Other Policies and Statements
of its Committees, and periodically engages the assistance of external
consultants to facilitate formal Board performance reviews. Qantas also has formal policies and statements relating to its legal and
other obligations to all legitimate stakeholders. These include areas such
During 2009/2010, the Board undertook an internal performance review,
as safety, health, environment, security, employment practices and fair
which included a series of interviews with Directors and Executive
trading. Each policy is supported by procedures for compliance and
Management and Board discussion. The Board will next undertake an
monitoring effectiveness. A summary of Qantas’ core values and
external review in 2010/2011.
business practices can be found in the Qantas Group Business Practices
In addition, the Board continually assesses its performance and the Document which is available in the Corporate Governance section on the
Chairman discusses performance with each Director during the year. Qantas website.
THE BOARD PROMOTES ETHICAL AND RESPONSIBLE THE BOARD SAFEGUARDS THE INTEGRITY
DECISION-MAKING OF FINANCIAL REPORTING
The Board has a formal Code of Conduct & Ethics which deals with:
Audit Committee
—Compliance with laws, regulations and ethical standards
The Board has an Audit Committee which:
—Political donations and prohibited payments
—Has four Members who are Independent Non-Executive Directors
—Giving or receiving gifts and conflicts of interest
—Is chaired by Garry Hounsell, an Independent Non-Executive Director
—Retention of records
who is a Fellow of The Institute of Chartered Accountants in Australia
—Proper accounting and a Certified Practising Accountant
—Dealing with auditors —Has a written Charter which is available in the Corporate Governance
—Making public statements about the Qantas Group and use section on the Qantas website
of confidential information —Includes Members who are all financially literate
—Continuous disclosure and share trading —Is responsible for assisting the Board in fulfilling its corporate
—Whistleblower policy governance responsibilities in regard to:
—Privacy policy – The integrity of the Qantas Group’s financial reporting
The core elements of the Qantas Code of Conduct & Ethics are – Compliance with legal and regulatory obligations
summarised in the Qantas Group Business Practices Document which is – The effectiveness of the Qantas Group’s enterprise-wide risk
available in the Corporate Governance section on the Qantas website. management and internal control framework
– Oversight of the independence of the external and internal auditors
Diversity
The experience and qualifications of Members of the Audit Committee
Qantas has reported on diversity in its Sustainability Report since 2007.
are detailed on pages 10 and 11. Membership of and attendance at
The Qantas Board will formalise its oversight role in relation to current
2009/2010 Audit Committee Meetings are detailed on page 29.
diversity practices, in line with the proposed revisions to the ASX
Principles.
Qantas’ Share Trading Policy

The Qantas Code of Conduct & Ethics contains Qantas’ Share Trading
Policy. The Policy sets guidelines designed to protect the Qantas Group
and Qantas Group employees from intentionally or unintentionally
breaching the law. Qantas Group employees must not purchase or sell
securities of any Qantas Group Listed Entity while in possession of
material non-public information. Further, certain Nominated Qantas
Employees (including Key Management Personnel) are prohibited from
entering into any hedging or margin lending arrangement or otherwise
granting a charge over the securities of any Qantas Group Listed Entity,
where control of any sale process relating to those securities may be lost.

The Board and Audit Committee closely monitor the independence of THE BOARD RESPECTS THE RIGHTS OF SHAREHOLDERS
the external auditor. Regular reviews occur of the independence Qantas has a Shareholder Communications Policy which promotes
safeguards put in place by the external auditor. As required by section effective communication with shareholders and encourages participation
300(11D)(a) of the Corporations Act and the Audit Committee Charter, at general meetings. The Qantas Shareholder Communications Policy is
the Audit Committee has advised the Board that it is appropriate for the summarised in the Qantas Group Business Practices Document which is
following statement to be included in the 2010 Directors’ Report under available in the Corporate Governance section on the Qantas website.
the heading “Non-audit Services”:
Qantas makes all ASX announcements available via its website. In
“The Directors are satisfied that: addition, shareholders who are registered receive email notification of
a. The non-audit services provided during the 2009/2010 financial year announcements.
by KPMG as the external auditor were compatible with the general The 2010 Notice of Annual General Meeting (AGM) will be provided to
standard of independence for auditors imposed by the Corporations all shareholders and posted on the Qantas website, and the 2010 AGM
Act 2001; and will be available for viewing by live and archived webcast. For shareholders
b. Any non-audit services provided during the 2009/2010 financial year unable to attend, an AGM Question Form will accompany the Notice of
by KPMG as the external auditor did not compromise the auditor Meeting, giving shareholders the opportunity to forward questions and
independence requirements of the Corporations Act 2001 for the comments to Qantas or the external auditor prior to the AGM.
following reasons:
Auditor at AGM
– KPMG services have not involved partners or staff acting in a
managerial or decision-making capacity within the Qantas Group The external auditor attends the AGM and is available to answer
or being involved in the processing or originating of transactions shareholder questions on:
– KPMG non-audit services have only been provided where Qantas —The conduct of the audit
is satisfied that the related function or process will not have a —The preparation and content of the auditor’s report
material bearing on the audit procedures
—The accounting policies adopted by Qantas in relation to the
– KPMG partners and staff involved in the provision of non-audit preparation of the Financial Report
services have not participated in associated approval or
—The independence of the auditor in relation to the conduct of the audit
authorisation processes
– A description of all non-audit services undertaken by KPMG and
THE BOARD RECOGNISES AND MANAGES RISK
the related fees have been reported to the Board to ensure
complete transparency in relation to the services provided Qantas is committed to embedding risk management practices to
support the achievement of business objectives and fulfil corporate
– The declaration required by section 307C of the Corporations Act
governance obligations. The Board is responsible for reviewing and
2001 confirming independence has been received from KPMG”
overseeing the risk management strategy for the Group. Management
Qantas rotates the lead audit partner every five years and imposes has designed and implemented a risk management and internal control
restrictions on the employment of ex-employees of the external auditor. system to manage Qantas’ material business risks.
Policies are in place to restrict the type of non-audit services which can Qantas is a complex business and faces a range of strategic, financial
be provided by the external auditor and there is a detailed quarterly and operational risks and is not immune from the risks inherent in
review of non-audit fees paid to the external auditor. operating in the aviation industry. To manage these and other risks, the
At each Meeting, the Audit Committee meets privately with Executive Board is responsible for reviewing and approving the Qantas Group Risk
Management without the external auditor and with the internal and Management Framework (Framework) which is underpinned by three
external auditors without Executive Management. interrelated elements: governance, risk management and assurance.
The Board also reviews and approves the Qantas Group Risk
THE BOARD MAKES TIMELY AND BALANCED DISCLOSURE Management Policy (Policy) which sets out the minimum requirements
and roles and responsibilities for managing risk across the Qantas Group.
Qantas has an established process to ensure that it is in compliance with
All employees have a responsibility to identify, report and/or manage risk
its ASX Listing Rule disclosure requirements. This includes a quarterly
as it arises within the work environment. Summaries of the Policy and
confirmation by all Executive Management that their areas have complied
other significant risk policies are included in the Qantas Group Business
with the Continuous Disclosure Policy, together with an ongoing
Practices Document available in the Corporate Governance section on
obligation to advise the Company Secretary of any material non-public
the Qantas website.
information arising in between confirmations.
The Qantas risk management and internal control system aligns to the
The Continuous Disclosure Policy is summarised in the Qantas Group
principles included in the Australian/New Zealand Standard on Risk
Business Practices Document which is available in the Corporate
Management (AS/NZS ISO 31000:2009) and the Committee of
Governance section on the Qantas website.
Sponsoring Organisations of the Treadway Commission (COSO)
framework for evaluating internal controls. The Qantas Management
System (QMS) provides a common standard for identifying, assessing
and managing material business risks across the Group. QMS provides
guidance for business units to adopt regarding leadership, commitment
and planning, process management, risk management, assurance and
training and promotion. QMS has already been implemented within all
operational areas of the Qantas Group and will be implemented to all
non-operational areas over the coming year.
THE QANTAS GROUP 24

Material risks and the effectiveness of risk management plans are The Internal Audit function is independent of the external auditor, has
escalated to Executive Management, relevant Board Committees and/or full access to Management and the right to seek information and
the Board as appropriate and are reported on as part of the quarterly explanation. The Audit Committee oversees the scope of the Internal
risk reporting process. During the quarterly risk reporting process, each Audit function and has access to the Internal Auditor without the
Qantas Group business unit prepares and submits a detailed risk register presence of Management.
outlining the key risks to achieving their objectives and mitigating actions.
Beyond reporting, the identification, assessment and management of CEO/CFO Declaration
risks is also integrated into key business decision-making and activities, As required by section 295A of the Corporations Act, the CEO and CFO
such as strategy development, projects and change initiatives. have declared that:
Management self-assessments, including self-assessments against the “In our opinion:
different QMS elements, audits and risk management reviews are
a. the financial records of Qantas and its controlled entities (Qantas
undertaken to confirm that risks are being mitigated where possible.
Group) for the financial year ended 30 June 2010 (Financial Period)
On a quarterly basis, Executive Management is required to certify that
have been properly maintained in accordance with section 286 of
there is an effective risk management process in place within their area
the Corporations Act;
of responsibility.
b. the financial statements and the notes referred to in section 295(3)(b)
The internal auditor, through an independent third party validation, also
of the Corporations Act for the Financial Period comply with the
reports to the Board and relevant Board Committees that there is an
accounting standards and other mandatory professional reporting
effective risk management process in place for the financial period and
requirements; and
up to the date of signing the Financial Report.
c. the financial statements and notes for the Financial Period give a true
Further details of the Framework and corporate governance structure
and fair view of the financial position and performance of the Qantas
are captured in the Qantas Investor Data Book available in the Investors
Group in accordance with section 297 of the Corporations Act.”
section on the Qantas website.
In addition, in accordance with Recommendation 7.3 of the ASX
Safety, Health, Environment & Security Committee (SHESC) Principles, the CEO and CFO also state to the Board that, in respect
of the Qantas Group for the Financial Period:
The SHESC:
a. “The declaration given in accordance with section 295A is founded
—Has six Members – the CEO and five others who are Independent
on a sound system of risk management and internal compliance and
Non-Executive Directors
control and the system is operating effectively in all material respects
—Is chaired by John Schubert, an Independent Non-Executive Director in relation to financial reporting risks; and
—Has a written Charter which is available in the Corporate Governance b. The statement given in accordance with Recommendation 7.3 (above)
section on the Qantas website regarding the risk management and internal compliance and control
—Is responsible for assisting the Board in fulfilling its corporate system provide a reasonable, but not absolute level of assurance and
governance responsibilities in regard to: do not imply a guarantee against adverse events or more volatile
– Safety, health, environment and security matters outcomes arising in the future.”
– Compliance with related legal and regulatory obligations
– Enterprise-wide risk management
The experience and qualifications of Members of the SHESC are detailed
on pages 10 and 11. Membership of and attendance at 2009/2010
SHESC Meetings are detailed on page 29.
Internal Audit
The Internal Audit function provides independent, objective assurance
and consulting services on Qantas’ system of risk management, internal
compliance, control and governance. The Internal Audit charter is
approved by the Audit Committee and the Internal Auditor reports
functionally to the Audit Committee.
Internal Audit adopts a risk-based approach in formulating its audit plan
to align audit activities to the key risks across Qantas. The audit plan is
reviewed every six months to align audit activity to changes to the
Qantas Group business and risk profile. The audit plan is approved by the
Audit Committee bi-annually and endorsed by the SHESC.
Audit projects performed by Internal Audit assist the Audit Committee
and the SHESC to promote sound risk management and good corporate
governance. Internal Audit assesses the design and operating
effectiveness of controls for key business processes to mitigate risks
identified in the Qantas risk profile. Management is responsible for
ensuring that appropriate corrective actions are taken on the reported
areas for improvement arising from audit projects within the required
time frame. The status of audit Management actions are submitted
monthly to the Executive Management and quarterly to the Audit
Committee and the SHESC.

THE BOARD REMUNERATES FAIRLY AND RESPONSIBLY

The Qantas Executive Remuneration Objectives and Approach is set out
in full in the Directors’ Report (from page 33).
Remuneration Committee
The Board has a Remuneration Committee which:
—Has three members who are Independent Non-Executive Directors
—Is chaired by James Strong, an Independent Non-Executive Director
—Has a written Charter which is available in the Corporate Governance
section on the Qantas website
—Is responsible for assisting the Board in fulfilling its corporate
governance responsibilities in regard to:
– The remuneration framework for Non-Executive Directors
– The remuneration and incentive framework, including any
proposed equity incentive awards for the CEO, any other Executive
Directors, Executive Committee Members and Senior Executives
– Recommendations and decisions (as relevant) on remuneration
and all incentive awards for the CEO, any other Executive
Directors and Executive Committee Members
– Strategic human resources policies
The experience and qualifications of Members of the Remuneration
Committee are detailed on pages 10 and 11. Membership of and
attendance at 2009/2010 Remuneration Committee Meetings are
The remuneration of Executive Management is disclosed to the extent
required in the Remuneration Report from page 33.
Qantas Directors are entitled to statutory superannuation and certain
travel entitlements (accrued during service) which are reasonable and
standard practice in the aviation industry (see page 42).
Review of Executive Management Performance

At least annually, the Remuneration Committee undertakes a review of
the performance of Executive Management against their Key Performance
Indicators (KPIs). The process for evaluating the performance of Executive
Management is detailed from page 33. Executive Management’s
performance for the 2009/2010 year was assessed against individual KPIs
in August 2010. The structure of Non-Executive Directors’ remuneration
is detailed on page 39.
THE QANTAS GROUP 26
Financial Report
THE QANTAS GROUP 28
Contents
Section Page
Directors’ Report (includes the Remuneration Report) 29
Consolidated Income Statement 47
Consolidated Statement of Comprehensive Income 48
Consolidated Balance Sheet 49
Consolidated Statement of Changes in Equity 50
Consolidated Cash Flow Statement 51
Notes to the Financial Statements 52
1. Statement of Significant Accounting Policies 52
2. Underlying PBT and Operating Segments 59
3. Other Revenue and Expenditure 61
4. Statutory Profit before Income Tax Expense and Net Finance Costs 61
5. Net Finance Costs 62
6. Income Tax 62
7. Auditor’s Remuneration 63
8. Earnings per Share 63
9. Dividends 64
10. Cash and Cash Equivalents 64
11. Receivables 65
12. Inventories 65
13. Assets and Liabilities Classified as Held for Sale 66
14. Other Current Assets 66
15. Investments Accounted for using the Equity Method 66
16. Property, Plant and Equipment 69
17. Intangible Assets 71
18. Deferred Tax Assets and Liabilities 73
19. Payables 74
20. Revenue Received in Advance 74
21. Interest-bearing Liabilities 74
22. Provisions 75
23. Capital and Reserves 76
24. Share-based Payments 77
25. Derivatives and Hedging Instruments 79
26. Notes to the Cash Flow Statement 80
27. Acquisitions and Disposals of Controlled Entities 81
28. Commitments 83
29. Contingent Liabilities 84
30. Superannuation 85
31. Related Parties 86
32. Controlled Entities 91
33. Deed of Cross Guarantee 94
34. Financial Risk Management 96
35. Events Subsequent to Balance Date 100
36. Parent Entity Disclosures for Qantas Airways Limited (Qantas) 101
Directors’ Declaration 104
Independent Auditor’s Report 105
Shareholder Information 106
Sustainability Statistics and Notes (including Independent Limited Assurance Report) 107
Financial Calendar and Additional Information 116
Directors’ Report
The Directors of Qantas Airways Limited (Qantas) present their Report DIVIDENDS
together with the Financial Statements of the consolidated entity, being No final dividend will be paid in relation to the year ended 30 June 2010.
Qantas and its controlled entities (Qantas Group), for the year ended (2009: nil final dividend). No interim dividend was paid during the year.
30 June 2010 and the Independent Audit Report thereon.
REVIEW OF OPERATIONS AND STATE OF AFFAIRS

DIRECTORS
A review of, and information about, the Qantas Group’s operations,
The Directors of Qantas at any time during or since the end of the including the results of those operations and changes in the state of
year are: affairs of the Qantas Group during the year together with information
Leigh Clifford, AO about the financial position of the Qantas Group, appear on pages 6
Alan Joyce to 19. In the opinion of the Directors, there were no other significant
Colin Storrie (resigned 5 March 2010) changes in the state of affairs of the Qantas Group that occurred during
Peter Cosgrove, AC, MC the year under review.
Patricia Cross
Richard Goodmanson
EVENTS SUBSEQUENT TO BALANCE DATE
Garry Hounsell
Paul Rayner There has not arisen since the end of the year and to the date of this
John Schubert Directors’ Report, any other matter or circumstance that has significantly
James Strong, AO affected or may significantly affect the Qantas Group’s operations, results
Barbara Ward of those operations or state of affairs in future years.
Details of Directors, their qualifications, experience and any special
responsibilities, including Qantas Committee Memberships, are set LIKELY DEVELOPMENTS
out on pages 10 and 11. Further information about the likely developments in the operations
of the Qantas Group in future years and the expected results of those
PRINCIPAL ACTIVITIES operations has been omitted from this Directors’ Report because
disclosure of the information is likely to result in unreasonable prejudice
The principal activities of the Qantas Group during the course of the
to the Qantas Group. Further information about the Qantas Group’s
year were the operation of international and domestic air transportation
business strategies and its prospects for future years has been omitted
services, the provision of freight services, the operation of a Frequent
from this Directors’ Report because disclosure of the information is likely
Flyer loyalty program, the sale of international and domestic holiday
to result in unreasonable prejudice to the Qantas Group.
tours and associated support activities including flight training, catering,
passenger and ground handling, and engineering and maintenance.
There were no significant changes in the nature of the activities of the
Qantas Group during the year.
DIRECTORS’ MEETINGS
The number of Directors’ Meetings (including Meetings of Committees of Directors) held during the year are as follows:
Qantas Board Safety, Health,

Environment &
Sub-Committee Audit Security Remuneration Nominations
Meetings Meetings1 Committee Committee Committee Committee
Directors Attended Held2 Attended Held3 Attended Held4 Attended Held4 Attended Held4 Attended Held4
5 5 5
Leigh Clifford 7 7 3 3 4 4 2 4 3 3 2 2
Alan Joyce 7 7 3 3 45 4 4 4 35 3 – –
Colin Storrie6 5 5 2 2 35 3 – – – – – –
Peter Cosgrove 7 7 – – – – 4 4 15 3 – –
Patricia Cross 7 7 – – 4 4 – – 3 3 – –
Richard Goodmanson7 7 7 – – 15 4 3 3 3 3 – –
Garry Hounsell 7 7 1 1 4 4 – – 15 3 2 2
Paul Rayner 7 7 1 1 4 4 4 4 35 3 – –
John Schubert 7 7 – – – – 4 4 – – 2 2
James Strong8 7 7 – – – – – – 3 3 1 1
Barbara Ward9 7 7 – – 3 3 4 4 – – – –
1. Sub-Committee Meetings convened for specific Board-related business.
2. Number of Meetings held during the time that the Director held office during the year.
3. Number of Meetings held and requiring attendance.
4. Number of Meetings held during the year that the Director held office and attended as a Committee Member or in an ex-officio capacity.
5. Attended Meetings in an ex-officio capacity.
6. Mr Storrie resigned as a Director on 5 March 2010.
7. Mr Goodmanson was appointed as a Member of the Safety, Health, Environment & Security Committee on 16 November 2009.
8. Mr Strong was appointed as a Member of the Nominations Committee on 16 November 2009.
9. Ms Ward was appointed as a Member of the Audit Committee on 16 November 2009.
THE QANTAS GROUP 30
Directors’ Report continued

DIRECTORSHIPS OF LISTED COMPANIES HELD BY MEMBERS OF THE BOARD AS AT 30 JUNE 2010

– FOR THE PERIOD 1 JULY 2007 TO 30 JUNE 2010
Leigh Clifford Qantas Airways Limited – Current, appointed 9 August 2007

Barclays Bank plc – Current, appointed 1 October 2004
Alan Joyce Qantas Airways Limited – Current, appointed 28 July 2008
Peter Cosgrove Qantas Airways Limited – Current, appointed 6 July 2005
Cardno Limited – Current, appointed 26 March 2007
Patricia Cross Qantas Airways Limited – Current, appointed 1 January 2004
National Australia Bank Limited – Current, appointed 1 December 2005
Wesfarmers Limited – Ceased, appointed 11 February 2003 and ceased 24 March 2010
Richard Goodmanson Qantas Airways Limited – Current, appointed 19 June 2008
Rio Tinto Limited – Current, appointed 1 December 2004
Rio Tinto plc – Current, appointed 1 December 2004
Garry Hounsell Qantas Airways Limited – Current, appointed 1 January 2005
Mitchell Communication Group Limited – Current, appointed 1 September 2006
Nufarm Limited – Current, appointed 1 October 2004
Orica Limited – Current, appointed 21 September 2004
PanAust Limited – Current, appointed 1 July 2008
Paul Rayner Qantas Airways Limited – Current, appointed 16 July 2008
Boral Limited – Current, appointed 5 September 2008
Centrica plc – Current, appointed 1 September 2004
British American Tobacco plc – Ceased, appointed 1 January 2002 and ceased 30 April 2008
John Schubert Qantas Airways Limited – Current, appointed 23 October 2000
BHP Billiton Limited – Current, appointed 1 June 2000
BHP Billiton plc – Current, appointed 29 June 2001
Commonwealth Bank of Australia – Ceased, appointed 8 October 1991 and ceased 10 February 2010
James Strong Qantas Airways Limited – Current, appointed 1 July 2006
IAG Finance (New Zealand) Limited – Current, appointed 9 November 2004
Insurance Australia Group Limited – Current, appointed 10 August 2001
Kathmandu Holdings Limited – Current, appointed 16 October 2009
Woolworths Limited – Current, appointed 10 March 2000
Barbara Ward Qantas Airways Limited – Current, appointed 19 June 2008
Brookfield Multiplex Capital Management Limited1 – Current, appointed 1 January 2010
Lion Nathan Limited – Ceased, appointed 21 February 2003 and ceased 21 October 2009
Allco Finance Group Limited – Ceased, appointed 27 April 2005 and ceased 25 January 2008
Brookfield Multiplex Limited – Ceased, appointed 22 October 2003 and ceased 31 October 2007
1. As responsible entity for a) Multiplex Prime Property Fund; b) Multiplex European Property Fund; and c) Multiplex Acumen Property Fund, each a listed Australian registered managed investment scheme.
QUALIFICATIONS AND EXPERIENCE OF EACH PERSON WHO IS A COMPANY SECRETARY OF QANTAS
Cassandra Hamlin – Company Secretary, BCom, CA, FCIS

—Joined Qantas in January 1996
—Appointed as a Secretary of Qantas in February 2006 and as Company Secretary in May 2007
—2001 to 2005 – Head of Qantas Investor Relations
—1996 to 2001 – various Qantas financial reporting roles, including Financial Reporting Manager
—Admitted as a Chartered Accountant with The Institute of Chartered Accountants in Australia in 1997
—Completed Chartered Secretaries Australia’s Graduate Diploma in Applied Corporate Governance in 2007
—Admitted as a Fellow of the Institute of Chartered Secretaries and Administrators (Australian Division) in 2007
Taryn Morton – Assistant Company Secretary, BA, LLB

—Joined Qantas in August 2008 and appointed as Assistant Company Secretary in December 2008
—2007 to 2008 – Company Secretary at Babcock and Brown for Group Real Estate Companies
—2000 to 2007 – various roles at Network Ten with legal and company secretariat responsibilities
—1997 to 2000 – various roles at Blake Dawson Waldron including Assistant Manager of Company Administration Services
—Admitted as a solicitor of the Supreme Court of NSW in 2003 and undertaking Chartered Secretaries Australia’s Graduate Diploma
in Applied Corporate Governance

DIRECTORS’ INTERESTS AND BENEFITS

Particulars of Directors’ interests in the issued capital of Qantas at the date of this Report are as follows:
Shares
2010 2009
Directors Number Number
Leigh Clifford 51,622 51,622
Alan Joyce 138,255 138,255
Peter Cosgrove1 2,314 2,314
Patricia Cross 10,474 5,474
Richard Goodmanson 20,000 20,000
Garry Hounsell 43,449 43,449
Paul Rayner 21,622 21,622
John Schubert 41,375 41,375
James Strong 30,670 30,670
Barbara Ward 17,597 17,597
1. Refer below for details of shares held by General Cosgrove under the Non-Executive Director Share Plan.
In addition to the interests shown, indirect interests in Qantas shares held in trust on behalf of General Cosgrove and Mr Joyce are as follows:
2010 2009
Peter Cosgrove Number Number
Deferred shares held in trust under:
Non-Executive Director Share Plan1 14,799 7,692
1. General Cosgrove acquired these shares by salary sacrificing part of his Director’s fee.
2010 2009
Alan Joyce Number Number
Deferred shares held in trust under:
2004 Performance Share Plan 30,000 30,000
Alan Joyce Award (2005) 25,000 25,000
2006 Retention Plan 350,000 350,000
2007 Retention Plan 400,000 400,000
2010 Short Term Incentive Plan 1,166,000 –
2,336,863 1,170,863
Rights granted under:
2005 Performance Rights Plan 6,3501 13,750
2010-2012 Long Term Incentive Plan 250,0004 –
626,350 383,750
1. Mr Joyce can call for these Rights to be converted to Qantas shares. 7,400 Rights expired following the final test on 30 June 2010.
2. Mr Joyce can call for 49,720 of these Rights to be converted to Qantas shares. The remaining balance may be called for over the next year only to the extent performance hurdles are achieved.
3. Mr Joyce can call for nil of these Rights to be converted to Qantas shares. The remaining balance may be called for over the next two years only to the extent performance hurdles are achieved.
4. Shareholders approved an award on 28 November 2008 for a pool of 750,000 Rights to be awarded. Rights have been awarded on 4 May 2009 and 9 September 2009.
THE QANTAS GROUP 32

RIGHTS
Performance Rights are awarded to select Qantas Group Executives under the Qantas Deferred Share Plan (DSP). Refer to page 35 for further details.
The following table outlines the movements in Rights during the year:
2010 2009
Performance Rights Reconciliation Number Number
Rights outstanding as at 1 July 6,916,092 6,121,033
Rights granted 3,925,000 3,117,000
Rights lapsed (865,690) (1,301,362)
Rights expired (242,400) –
Rights vested (888,116) (1,020,579)
Rights outstanding as at 30 June 8,844,886 6,916,092
Rights will be converted to Qantas shares to the extent performance hurdles have been achieved. The Rights do not allow the holder to participate in
any share issue of Qantas. No dividends are payable on Rights. The fair value of Rights granted is calculated at the date of grant using a Monte Carlo
model and/or Black Scholes model.
The following Rights were outstanding at 30 June 2010:
Number of Rights
Value at Grant 2010 2010 2010 2009 2009 2009
Testing Period Grant Date Date Net Vested Unvested Total Net Vested Unvested Total
30 Jun 07 – 30 Jun 09 18 Aug 04 $2.25 – – – – 31,000 31,000
30 Jun 07 – 30 Jun 09 21 Oct 04 $2.28 – – – – 90,000 90,000
30 Jun 07 – 30 Jun 09 13 Jan 05 $2.47 26,271 – 26,271 27,535 120,400 147,935
30 Jun 07 – 30 Jun 09 20 Jun 05 $1.88 – – – – 1,000 1,000
30 Jun 08 – 30 Jun 101 17 Aug 05 $1.98 6,350 13,320 19,670 6,350 26,640 32,990
30 Jun 08 – 30 Jun 101 22 Nov 05 $2.67 89,690 92,130 181,820 137,383 105,820 243,203
30 Jun 08 – 30 Jun 101 28 Mar 06 $2.28 – 2,664 2,664 – 2,664 2,664
30 Jun 09 – 30 Jun 112 22 Aug 06 $2.39 52,415 8,640 61,055 – 190,000 190,000
30 Jun 09 – 30 Jun 112 4 Oct 06 $2.95 321,326 74,719 396,045 – 914,300 914,300
30 Jun 09 – 30 Jun 112 19 Oct 06 $3.17 14,850 26,400 41,250 – 275,000 275,000
30 Jun 10 – 30 Jun 123 12 Dec 07 $4.42 – 390,111 390,111 – 527,000 527,000
30 Jun 10 – 30 Jun 123 31 Mar 08 $2.75 – 1,204,500 1,204,500 – 1,344,000 1,344,000
30 Jun 114 4 May 09 $1.64 – 2,831,500 2,831,500 – 3,117,000 3,117,000
30 Jun 125 9 Sep 09 $2.05 – 3,690,000 3,690,000 – – –
510,902 8,333,984 8,844,886 171,268 6,744,824 6,916,092
1. While these Rights may convert to Qantas shares on the 10th anniversary of the date of award, Executives may call for the Rights to be converted to the extent performance hurdles have been
achieved upon testing, which commenced 30 June 2008.
achieved upon testing. Testing will be done as at 30 June 2011.
5. These Rights may convert to Qantas shares to the extent performance hurdles have been achieved upon testing. Testing will be done as at 1 July 2012.

Remuneration Report (Audited)

The Remuneration Report sets out remuneration information for Non-Executive Directors, the Chief Executive Officer (CEO) and Executive Committee.
The Key Management Personnel (KMP) and five highest remunerated Executives for the 2009/2010 financial year are members of the Executive
Committee (full membership is listed on page 14).
The format and content of the Remuneration Report has changed compared with recent years. This reflects changes that have been made to the
Executive Remuneration Framework over the past year, with the introduction of a new Short Term Incentive Plan from 2009/2010 and the completion
of a review of the Long Term Incentive Plan.
The information has been presented more concisely, while still providing the detailed disclosure elements required under the law for the
Remuneration Report.
1) EXECUTIVE REMUNERATION OBJECTIVES AND APPROACH

In determining Executive remuneration the Board aims to do the following:
—Attract, retain and appropriately reward a capable Executive team
—Motivate the Executive team to meet the unique challenges it faces as a major international airline based in Australia
—Link remuneration to performance
To achieve this, Executive remuneration is set based on the size and nature of the role (with reference to market benchmarks) and the performance
of the individual in the role. In addition, remuneration includes “at risk” or performance related elements for which the objectives are to:
—Link Executive reward with Qantas’ business objectives and financial performance
—Align the interests of Executives with shareholders
—Support a culture of employee share ownership
—Support the retention of participating Executives
2) ROLE OF THE REMUNERATION COMMITTEE

The Remuneration Committee (a committee of the Board, whose members are detailed on pages 10 and 11) has the role of reviewing and making
recommendations to the Board on Executive remuneration at Qantas and ensuring remuneration decisions are appropriate from the perspectives of
business performance, governance, disclosure, reward levels and market conditions.
In fulfilling its role, the Remuneration Committee is specifically concerned with ensuring that its approach will:
—Motivate the CEO, Executive Committee and broader Executive team to pursue the long-term growth and success of Qantas
—Demonstrate a clear relationship between performance and remuneration
—Ensure an appropriate balance between “fixed” and “at risk” remuneration, reflecting the short and long-term performance objectives of Qantas
—Differentiate between higher and lower performers through the use of a performance management framework
The Remuneration Committee considers advice from a range of independent external advisors in performing its role. The principal advisors referred
to are PricewaterhouseCoopers, Ernst & Young and the HayGroup.
THE QANTAS GROUP 34

Remuneration Report (Audited) continued

3) CEO AND EXECUTIVE COMMITTEE REMUNERATION FRAMEWORK
The Executive Remuneration Framework as it applies to the CEO and the Executive Committee comprises:
—Fixed Annual Remuneration
—The Short Term Incentive Plan
—The Long Term Incentive Plan
Fixed Annual Remuneration (FAR)
What is FAR? FAR is a guaranteed salary level, inclusive of superannuation.

FAR is reviewed annually under normal circumstances – and the opportunity for an annual review is included
in the employment contracts of Executives at Qantas.
Cash FAR, as disclosed in the remuneration tables, excludes salary sacrifice components such as superannuation
(which is disclosed as Post-Employment Benefits) and includes movements in the value of annual leave balances
during the year.
How is FAR set? FAR is set with reference to external benchmark market data including comparable roles in other listed Australian
companies and international airlines.
An individual’s FAR is not related to Qantas’ performance in a specific year.
When is FAR reviewed? A general Executive FAR freeze has been in place effective from 1 July 2007 and there were no increases in FAR
for the CEO or KMPs during the year, other than in the appointment of the new CFO.
Short Term Incentive Plan (STIP)
What is the STIP? The STIP is the annual “at risk” incentive plan for senior Executives at Qantas. Each year Executives may receive
an award that is a combination of cash and shares if the plan’s performance conditions are achieved.
How are the STIP At the start of the year the Board sets a “scorecard” of performance conditions for the STIP as follows:
performance conditions
chosen and how is Performance condition Scorecard weighting
performance assessed? Group Underlying Profit Before Tax (PBT) 65%
Other financial and non-financial measures, tailored for each business segment 35%
Underlying PBT is the key budgetary and financial performance measure for the Qantas Group.
Other performance measures are selected to support the strategic agenda of the Qantas Group, either at a Group
or business segment level. These measures vary by business segment, however each Scorecard includes a measure
related to cost or revenue performance.
A threshold, target and maximum level of performance is set each year for each scorecard measure. At the
conclusion of the year, the Board assesses performance against Group and Segment Scorecard targets.
An example Performance Scorecard and a description of how a STIP award is calculated is included on page 41.
How are STIP If the performance conditions are achieved and the Qantas Group achieves the Group Underlying PBT threshold
awards delivered? (determined by the Board), two thirds of the STIP reward is paid in cash, with the remaining one third deferred into
Qantas shares. There is then a two year vesting period before ownership of the shares transfers to the Executive.
The Board retains absolute discretion over STIP awards.
For example, circumstances may occur where scorecard measures have been achieved or exceeded, but in the view
of the Board it is inappropriate to make a cash award under the STIP. The Board may determine that either no
award will be made, or that any award will be fully deferred. On the other hand, there may be circumstances where
performance is below an agreed target, however the Board determines that it is appropriate to pay some STIP award.
The cash portion of a STIP award is disclosed in the remuneration tables as a “Cash Incentive” and the deferred
share portion as a “Share-based Payment”.


Long Term Incentive Plan (LTIP)
What is the LTIP? The LTIP involves the granting of Rights over Qantas shares. If performance conditions are satisfied the Rights
vest and convert to Qantas shares. If performance conditions are not met, the Rights lapse.
What are the LTIP Since 2007/2008, the performance conditions for LTIP awards have been:
performance conditions —An Earnings Per Share target (EPS)
and how is performance
—The relative Total Shareholder Return (TSR) of Qantas compared to the S&P/ASX100 Index
assessed?
The Board has approved a change to the LTIP target for the 2011-2013 LTIP. The new performance conditions
are outlined below.
What is the vesting Up to one-half of the total number of LTIP Rights awarded on 9 September 2009 under the 2010-2012 LTIP may
scale for the EPS vest subject to the follow scale:
performance hurdle?
EPS Performance (for the year ended 30 June 2012) Vesting Scale
EPS result below threshold of $0.367 Nil vesting
EPS result between threshold of $0.367 and stretch target of $0.404 Linear scale: 50% to 99% vesting
EPS result at or above or above stretch target of $0.404 100% vesting
The EPS target does not represent an earnings forecast nor is it a disclosure of targets under Qantas’ long-term
budget. The target was set at a level that returns Qantas earnings to the levels achieved from 2005/2006 to
2007/2008.
For the 2007/2008 and 2008/2009 LTIP awards the EPS thresholds and stretch targets were expressed as compound
annual growth rates. The EPS threshold for the 2007/2008 award was 9.5 per cent and for the 2008/2009 award
was 6.0 per cent. The stretch targets for both years were a compound annual growth rate of 12.5 per cent.
What is the vesting Up to one-half of the total number of LTIP Rights awarded on 9 September 2009 under the 2010-2012 LTIP may
scale for the relative vest subject to Qantas’ relative TSR ranking in the S&P/ASX100 Index over the three year performance period,
TSR hurdle? as follows:
Qantas TSR Rank in the S&P/ASX100 Index Vesting Scale

Below 50th percentile Nil vesting
Between 50th to 74th percentile Linear scale: 50% to 99% vesting
At or above 75th percentile 100% vesting
Since 2008, LTIP awards have been subject to a single test (with no retesting) at the conclusion of the three year
performance period. Any Rights that do not meet the performance conditions at the test will lapse.
For the 2007/2008 Rights award, relative TSR versus the S&P/ASX100 Index was tested as at 30 June 2010 and
further tests will occur each six months until 30 June 2012.
What changes have been During 2009/2010, the Remuneration Committee reviewed the design of the Qantas LTIP. Based on the results of
made to the performance this review, at its June 2010 Meeting, the Board approved the following changes to the hurdles for the 2011-2013
conditions for the LTIP award:
2011-2013 LTIP awards? —Retain the relative TSR hurdle against the S&P/ASX100 Index
—Introduce a relative TSR hurdle against a global airline peer group
—Discontinue the EPS hurdle
Measuring relative TSR index against a global airline peer group is consistent with the Group’s goal of being the
“world’s leading premium and low cost airlines”.
In a cyclical industry, the setting of EPS targets each year for multi-year periods has presented considerable practical
difficulties. As a result, the Board has decided to replace the EPS hurdle and instead measure the performance
against its Airline Peer Group.
The Airline Peer Group will comprise the following basket of global listed airlines: Air France-KLM, Air New Zealand,
AMR Corporation (American Airlines), British Airways, Cathay Pacific, Delta Northwest Airlines, Lufthansa, Ryanair,
Singapore Airlines, Southwest Airlines, Tiger Airways and Virgin Blue.
How are Rights treated Any Rights which have not vested will lapse if the relevant Executive ceases employment with the Qantas
on termination? Group, except in limited special “good leaver” circumstances provided under the DSP Terms and Conditions
(for example, retirement, death or total and permanent disablement). Rights will also lapse if the Executive
is guilty of gross misconduct.
Other benefits such as superannuation and travel are detailed on page 42.
THE QANTAS GROUP 36


Summary of Key Contract Terms
Contract Details
Alan Joyce Bruce Buchanan Gareth Evans Rob Gurney Simon Hickey Lyell Strambi
Contract Length Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing
Fixed Annual Remuneration $2,000,000 $800,000 $880,000 $700,000 $750,000 $850,000
Notice by Qantas 12 months 12 months 12 months1 12 months 12 months 12 months
Notice by Executive 12 months 6 months 6 months 6 months 6 months 6 months
Travel Entitlements An annual benefit of trips for these Executives and eligible beneficiaries during employment, at no cost to the
individual, as follows:
4 International 2 International 2 International 2 International 2 International 2 International
12 Domestic 6 Domestic 6 Domestic 6 Domestic 6 Domestic 6 Domestic
Post employment, the benefit is two international and six domestic trips, based on the period of service in a
senior Executive role within the Qantas Group.
STIP “at target” opportunity 120% of FAR 80% of FAR 80% of FAR 80% of FAR 80% of FAR 80% of FAR
LTIP “at target” opportunity 250,000 Rights2 25% of FAR 25% of FAR 25% of FAR 25% of FAR 25% of FAR
Target reward mix FAR 38% 49%
(as a % of total pay) STIP 45% 39%
LTIP 17% 12%
1. For Mr Evans, notice by Qantas of 12 months is made up of 6 month’s written notice plus 6 month’s severance pay.
2. Of the pool of 750,000 Rights approved by shareholders at the 2008 AGM, 250,000 Rights were awarded to the CEO in 2009/2010.
4) EXECUTIVE REMUNERATION OUTCOMES FOR THE YEAR ENDED 30 JUNE 2010
Qantas Performance – STIP Outcomes in 2009/2010

Qantas continued to maintain profitability through difficult trading conditions in 2009/2010, and performed strongly relative to many other global
airlines in the period of recovery from the global financial crisis. The 2009/2010 Underlying PBT result of $377 million is more than triple the
Underlying PBT result for the previous year.
Management contribution to this result was by way of:
—Effective management of capacity across the network, matching the general reduction in demand and then areas of recovery as economic
conditions improved
—Significant unit cost reductions in both domestic and international operations, despite implementing the capacity reductions
—Maintenance of cash balances and investment grade credit ratings
—Maintenance of market share of business travellers
—Managing the delivery schedule of aircraft, both deferring aircraft delivery and recently renegotiating the B787 delivery schedule
—Jetstar’s expansion in Asia
—Initiation of aircraft reconfiguration projects in the A380 and B747 fleets
—Refinancing of over $700 million of key standby and term loan facilities
—Establishing a strategic loyalty partnership with Woolworths
—Effective revenue management to drive recovery in yields across the operating networks of the Qantas Group
These contributions were reflected in a high level of achievement against the performance scorecard measures set by the Board for 2009/2010 STIP.
While the Board considers that management demonstrated strong performance in achieving these outcomes it is also mindful that no dividend was
paid during 2009/2010 and that earnings for the Qantas Group remain lower than in some recent years.
Given this, cash bonuses were not paid for the 2009/2010 year, however the Board considered that it was appropriate to make an award of restricted
shares based on the STIP Performance Scorecard outcomes.
The result achieved against the CEO’s and Executive Committee’s Performance Scorecards would produce a greater than 100 per cent STIP award
under the normal operation of the plan. The Board determined, however, that a greater than “at target” scorecard result was not appropriate and
instead awarded an “at target” outcome.
This award of shares may not be sold or otherwise dealt with by the Executive until August 2011 for 50 per cent of the shares and August 2012 for
the remaining 50 per cent. The shares will be forfeited if the Executive resigns during this restriction period.
As share awards are expensed over the two year restriction period, the value of these share awards do not appear in the remuneration tables for the
current year, but rather will be disclosed as a “Share-based Payment” in the remuneration tables in future periods.
Qantas Performance – LTIP Outcomes in 2009/2010

LTIP awards under the 2007/2008 Rights Plan award were first tested as at 30 June 2010. As detailed on page 35, the performance hurdles were:
—Qantas TSR performance relative to the S&P/ASX100 Index, for half of the award
—An EPS growth hurdle, for the other half of the award
The performance hurdles were not achieved and therefore no awards have vested under this plan.


Qantas Financial Performance History
To provide further context on Qantas’ performance, the following graphs outline a five year history of key financial metrics.
UNDERLYING PROFIT BEFORE TAX ($M) EARNINGS PER SHARE (¢) OPERATING CASH FLOW ($M)
1,500 50 2,500
49.0
1,408
2,353
1,200 40 2,200
2,128
34.0 2,026
900 965 30 1,900
24.9
600 671 20 1,600
377
300 10 1,300
1,307
5.6 4.9 1,149

100
0 0 1,000
2005/2006* 2006/2007* 2007/2008* 2008/2009 2009/2010 2005/2006 2006/2007 2007/2008 2008/2009 2009/2010 2005/2006 2006/2007 2007/2008 2008/2009 2009/2010
* Figures for 2005/2006 to 2007/2008 are based on Statutory PBT.
QANTAS TSR PERFORMANCE v PEER GROUPS (%)
150
Qantas
ASX/S&P 100 Index
MSCI World Airlines
100
50
-50
Jul Jan Jul Jan Jul Jan Jul Jan Jul Jan Jun
2005 2006 2006 2007 2007 2008 2008 2009 2009 2010 2010
Management Changes During 2009/2010

Gareth Evans was appointed to the role of CFO on 15 June 2010 and his key contract terms are outlined on page 36.
Mr Evans’ appointment followed Colin Storrie’s departure from the Qantas Group for personal reasons. By mutual agreement he ceased employment
and resigned as a Director of Qantas in March 2010. In accordance with his contract, Mr Storrie was paid 9.5 months FAR in lieu of notice. As a
“good leaver” he was entitled to pro-rata participation in the 2009/2010 STIP and an “at target” payment was awarded based on eight out of the
12 months being worked for the year. Despite no cash bonuses being paid to continuing executives under the 2009/2010 STIP, in the circumstances
of Mr Storrie’s termination as a “good leaver”, a cash payment was made. The payment of $697 thousand is disclosed in the remuneration tables
as a Cash Incentive.
All Mr Storrie’s unvested deferred shares lapsed on termination of employment. Mr Storrie’s LTIP awards were pro-rated for time served. This involved
lapsing a total of 114,889 Rights under the 2007 Performance Rights Plan, 2008 Performance Rights Plan and 2010-2012 LTIP, with 109,111 Rights
remaining on-foot. All remaining 109,111 Rights were subsequently forfeited (with nil compensation). These forfeited Rights were fully expensed and
disclosed as a Share-based payment in the remuneration table for Mr Storrie.
THE QANTAS GROUP 38


Remuneration for the year ended 30 June 2010 – Executives
Short-Term Employee Benefits Post-Employment Benefits Other

Long- Share- Termin-
Cash Non-Cash Superan- Term based ation
1
$’000 Cash FAR Incentives Benefits Total nuation Travel Total Benefits Payment2 Benefits Total3,4
Alan Joyce 2010 1,737 – 105 1,842 44 25 69 49 964 – 2,924
Executive
Director
Chief Executive 2009 1,715 – 110 1,825 36 21 57 529 1,253 – 3,664

Officer
Bruce Buchanan5 2010 776 – 51 827 14 25 39 20 225 – 1,111

CEO Jetstar 2009 590 – 16 606 10 21 31 66 70 – 773
Gareth Evans 2010 43 – 1 44 1 25 26 32 7 – 109
Chief Financial 2009 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Officer
Key Management Personnel
(15 Jun 10 to 30 Jun 10)

Rob Gurney5,6 2010 509 – 195 704 86 25 111 16 184 – 1,015
Group Executive 2009 75 – 21 96 9 21 30 2 22 – 150
Qantas
Commercial
Simon Hickey5 2010 663 – 105 768 50 25 75 18 400 – 1,261
CEO Qantas 2009 506 – 76 582 38 21 59 30 448 – 1,119
Frequent Flyer
Lyell Strambi5 2010 775 – 167 942 14 25 39 21 232 – 1,234
Group Executive 2009 470 – 96 566 8 21 29 12 25 – 632
Qantas
Operations
Brett Johnson 2010 535 – 145 680 100 25 125 18 431 – 1,254
Other Disclosed
Qantas General 2009 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Executives
Counsel
Rob Kella 2010 618 – 209 827 14 25 39 17 375 – 1,258
Qantas Chief 2009 n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a
Risk Officer
Colin Storrie5 2010 675 697 97 1,469 31 25 56 19 48 871 2,463
Terminated
Executive
Director
Chief Financial 2009 742 – 110 852 35 21 56 125 576 – 1,609

Officer
(1 Jul 09 to 5 Mar 10)
Total – 2010 6,331 697 1,075 8,103 354 225 579 210 2,866 871 12,629
Executives 2009 4,098 – 429 4,527 136 126 262 764 2,394 – 7,947
1. For the year ended 30 June 2010, annual leave entitlements are shown on an accruals basis as part of “Cash FAR”. For previous reporting periods, annual leave benefit not taken was shown
on termination. The movement in annual leave accruals from the date of becoming a KMP to 30 June 2009 is as follows: Mr Joyce ($444,000), Mr Buchanan ($86,000), Mr Evans (n/a),
Mr Gurney ($56,000), Mr Hickey ($63,000), Mr Strambi ($28,000) and Mr Storrie ($45,000).
2. A breakdown of Share-based Payment is provided on page 43.
3. Further details on other transactions with Key Management Personnel are set out in Note 31 to the Financial Statements.
4. Directors’ and Officers’ liability insurance has not been included in the remuneration since it is not possible to determine an appropriate allocation basis.
5. 2009 remuneration reflects the period of time in a key management role – Mr Buchanan (1 Oct 2008 to 30 Jun 2009), Mr Gurney (5 May 2009 to 30 Jun 2009), Mr Hickey (1 Oct 2008
to 30 Jun 2009), Mr Strambi (1 Dec 2008 to 30 Jun 2009) and Mr Storrie (30 Sep 2008 to 30 Jun 2009).
6. Superannuation benefits are provided through a defined benefit superannuation plan. The amount disclosed has been measured in accordance with AASB 119 Employee Benefits.


Remuneration Mix
The target remuneration mix (refer page 36) will not match the actual remuneration mix for 2009/2010, as:
—No cash incentives were paid in 2009/2010, except to Mr Storrie
—Actual reward mix is calculated on an accrual basis in accordance with Accounting Standards, so includes the value of share-based payments
awarded in previous years
Performance Related Remuneration

Cash-based Equity-based
Cash Share-based Rights
Actual Reward Mix FAR & other Incentives Awards Awards
Alan Joyce 67% 0% 24% 9%
Bruce Buchanan 80% 0% 11% 9%
Gareth Evans 94% 0% 4% 2%
Rob Gurney 82% 0% 9% 9%
Simon Hickey 68% 0% 23% 9%
Lyell Strambi 81% 0% 11% 8%
Brett Johnson 66% 0% 25% 9%
Rob Kella 70% 0% 21% 9%
Colin Storrie 70% 28% (2%) 4%
5) NON-EXECUTIVE DIRECTOR FEES

Non-Executive Director fees are determined within an aggregate Non-Executive Directors’ fee pool limit. An annual total fee pool of $2.5 million
(excluding industry standard travel entitlements received) was approved by shareholders at the 2004 AGM. Non-Executive Directors’ remuneration
reflects the responsibilities of Non-Executive Directors and is determined based on the advice of independent remuneration consultants.
Board Committees1
2
Chairman Member Chairman Member
Board fees $544,000 $136,000 $54,400 $27,200
1. Committees include the Audit Committee, Remuneration Committee, Nominations Committee, and Safety, Health, Environment & Security Committee.
2. The Chairman does not receive any additional fees for serving on, or chairing, any Board Committee.
Non-Executive Directors do not receive any performance related remuneration.

Non-Executive Directors are paid a travel allowance when travelling on international flights of greater than six hours to attend Board
and Committee Meetings.
All Non-Executive Directors and eligible beneficiaries receive travel entitlements. The Chairman is entitled to four international trips and 12 domestic
trips each calendar year and all other Non-Executive Directors are entitled to two international trips and six domestic trips each calendar year.
These flights are not cumulative and will lapse if they are not used during the calendar year in which the entitlement relates. Post employment,
the Chairman is entitled to two international trips and six domestic trips for each year of service and all other Non-Executive Directors are entitled
to one international trip and three domestic trips for each year of service. The accounting value of the travel benefit is captured in the remuneration
table on the following page (as a non-cash benefit for travel during the year and as a post-employment benefit).
THE QANTAS GROUP 40


Remuneration for the year ended 30 June 2010 – Non-Executive Directors
Short-Term Employee Benefits Post-Employment Benefits

Non-Cash Superan-
$’000 Cash FAR Benefits Total nuation Travel Total Total1
Leigh Clifford 2010 494 42 536 50 25 75 611
Chairman 2009 444 48 492 100 21 121 613
Peter Cosgrove2,3 2010 157 69 226 14 12 26 252
Non-Executive Director 2009 167 37 204 14 10 24 228
Patricia Cross 2010 176 107 283 14 12 26 309
Richard Goodmanson 2010 250 18 268 – 12 12 280
Non-Executive Director 2009 213 1 214 – 10 10 224
Garry Hounsell4 2010 203 74 277 14 12 26 303
Paul Rayner5 2010 155 75 230 35 12 47 277
John Schubert 2010 203 25 228 14 12 26 254
James Strong 2010 193 12 205 14 12 26 231
Barbara Ward6 2010 166 43 209 14 12 26 235
Total – Non-Executive Directors 2010 1,997 465 2,462 169 121 290 2,752
2009 1,957 282 2,239 213 101 314 2,553
1. Directors’ and Officers’ liability insurance has not been included in the remuneration since it is not possible to determine an appropriate allocation basis.
2. The Employee Share Ownership Plan allows Non-Executive Directors to purchase shares at no discount to market price on a salary sacrifice basis, and operates under the DSP Terms and Conditions.
General Cosgrove participated in this plan from July 2008 to June 2010. The value of shares is included above as a non-cash benefit.
3. General Cosgrove received payments for services rendered as a Director of Qantas Superannuation Limited.
4. In 2009, Mr Hounsell received a payment for services rendered as Chairman of the Qantas Frequent Flyer Due Diligence Committee.
5. 2009 remuneration reflects the period served by Mr Rayner as a Non-Executive Director (16 Jul 2008 to 30 Jun 2009).
6. Ms Ward received payments for services as a Director on a number of Qantas subsidiary leasing companies for the period 1 July 2008 to 26 February 2009.


6) ADDITIONAL INFORMATION
This section provides additional information on the remuneration framework, as it applies to members of the Executive Committee and their
remuneration in 2009/2010.
STIP – Additional Information
Example Performance PBT Target The PBT target is set based on the annual financial budget, however for reasons
Scorecard of commercial sensitivity the annual target is not disclosed.
The target is adjusted for restructuring charges, the impact of approved
accounting policy changes and adjustments for volatility from the mark-to-
market of open hedge instruments under Accounting Standard AASB 139
Financial Instruments: Recognition and Measurement.
Customer Service Qantas performance in Skytrax World Airline Awards.
Skytrax is a global, independent passenger survey of airline standards.
In the 2010 survey, Qantas ranked seventh overall out of over 200 airlines rated
by Skytrax.
Operational / Punctuality Punctuality is measured against on-time departures and arrivals targets.
For Qantas Airlines and Jetstar Executives, the measure relevant to their
business unit is used.
For corporate Executives a combined figure is used.
People / Safety The objective of the People/Safety target is to reduce Lost Time Injury and
Serious Injury rates of our employees.
The targets at a Group level involve reducing the Lost Time Injury Frequency
Rate by 24 per cent on the 2008/2009 result and reducing the Serious Injury
Frequency Rate by 19 per cent.
Unit Cost Reduction Unit cost remains an area of focus across the business and, as a result,
scorecards include a unit cost reduction performance measure. The unit cost
target is set based on the annual financial budget.
For example, for Qantas Airlines unit cost performance is calculated as Net
Expenditure divided by Group Available Seat Kilometres (ASKs). To ensure the
measure focuses on the underlying operating activities and efficiencies, the
measure excludes the impact of fuel price changes and restructuring charges.
Calculating a
STIP award “at target” Individual Performance
FAR x x Scorecard Result x
opportunity Factor (IPF)
The individual An individual’s target Performance against At the end of the year,
Executive’s FAR. reward under the STIP, the scorecard performance against
expressed as a (expressed as a KPIs is assessed and
percentage of FAR. percentage). each Executive is
assigned an IPF based
on their performance.
Across all STIP
participants, IPFs
average to 1.0.
THE QANTAS GROUP 42


Other Benefits
Non-cash Benefits Non-cash benefits, as disclosed in the remuneration tables, include salary sacrifice components such as motor
vehicles and travel entitlements while employed.
Travel Travel concessions are provided to permanent Qantas employees, consistent with practice in the airline industry.
Travel at concessionary prices is on a sub-load basis, i.e. subject to considerable restrictions and limits on availability.
It includes specified direct family members or parties.
In addition to this and consistent with practice in the airline industry, Directors and Key Management Personnel and
their specified direct family members or parties are entitled to a number of trips for personal purposes at no cost to
the individual.
Post-employment travel concessions are also available to all permanent Qantas employees who qualify through
retirement or redundancy. The CEO and Key Management Personnel and their specified direct family members or
parties are entitled to a number of free trips for personal purposes. An estimated present value of these
entitlements is accrued over the service period of the individual and is disclosed as a post employment benefit.
Superannuation Superannuation includes statutory and salary sacrifice superannuation contributions and the expense to the
company of defined benefit superannuation entitlements.
Termination Payments Qantas is bound by the contractual and statutory entitlements of its Executives on termination. Additional
payments to terminating Executives may be made to a reasonable level where it is appropriate to do so taking into
account legal and other considerations. Any termination payments will be subject to the relevant law concerning
caps on termination payments to Executives.
Other Long-term Benefits Other long-term benefits include the accrual of long service leave for Executives and other benefits which are
long-term in nature.
Performance Share Plan – The Performance Share Plan (PSP) was discontinued in 2009. It was a medium-term deferred share incentive plan,
Discontinued that operated as follows:
—At the start of Year 1, the Qantas Board set performance targets for each Balanced Scorecard measure
—At the conclusion of Year 1, the Board assessed performance against each target and awarded deferred shares to
Executives if targets were achieved
—Any deferred shares awarded were subject to a vesting period which expires at the end of Year 2 in relation to
one half of the shares and the end of Year 3 in relation to the other half of the shares
—Generally, any unvested deferred shares would be forfeited if the relevant Executive ceases employment with the
Qantas Group
The grant date and number of deferred shares awarded to Key Management Personnel are outlined on page 87.
The accounting expense relating to share grants are disclosed in the remuneration table on page 43.


Share-based Payments
Share-based payments are delivered under the Terms and Conditions and various rules of the DSP. The DSP Terms and Conditions were initially
approved by shareholders at the 2002 AGM. At the 2006 AGM, shareholders again approved the DSP as the vehicle for the provision of equity
benefits by Qantas. There have been no modifications to the DSP Terms and Conditions during the year. The following table provides a more detailed
breakdown of the accounting expense of share-based payments to disclosed Executives.
Supplemental
$’000 PSP RP1 LTIP TOTAL Market Value2
Alan Joyce 2010 428 261 275 964 742
Executive
Director
2009 284 897 72 1,253 658
Bruce Buchanan 2010 122 – 103 225 199

2009 63 – 7 70 66
Key Management Personnel
Gareth Evans 2010 4 – 3 7 6

2009 n/a n/a n/a n/a n/a
Rob Gurney 2010 95 – 89 184 163
2009 18 – 4 22 13
Simon Hickey 2010 149 136 115 400 299
2009 123 293 32 448 251
Lyell Strambi3 2010 134 – 98 232 248
2009 21 – 4 25 31
Brett Johnson 2010 139 174 118 431 297
Other Disclosed
Executives

Rob Kella 2010 131 136 108 375 277
Colin Storrie 2010 (41) (4) 93 48 66
Terminated
Executive
Director
2009 137 406 33 576 300
Total 2010 1,161 703 1,002 2,866 2,297

2009 646 1,596 152 2,394 1,319
1. The Retention Plan involved awards of deferred shares to individuals whose roles and contribution were identified as critical to the continued success of the Qantas Group. Awards under the
Retention Plan involved awards of deferred shares with a service period of up to three years. Satisfactory performance, which involves achievement of personal KPIs was a further requirement
under this plan. The number of shares held by KMPs under the Retention Plan are outlined on page 88. No awards were made under the Retention Plan in 2008/2009 or 2009/2010.
2. Under Accounting Standards, the value of a share-based payment is determined at grant date and recognised over the vesting period. No allowance is made when recognising the value of these
awards for any movement in the share price after grant date before vesting conditions are met and the Executive becomes entitled to the shares. For example, the volume weighted share price
used to determine the accounting value of grants issued under the Retention Plan to Executives in 2008 was $5.45. The supplemental market value at year end of share-based payments is based
on the closing share price at 30 June 2010 of $2.20 (2009: $2.01) as a substitute for the volume weighted share price determined at grant date.
3. A sign-on award of 75,000 shares was made to Mr Strambi on 4 March 2009. The award operates in a similar manner to the PSP awards. Awards are subject to a ten-year holding lock, however
Mr Strambi can call for the shares from 1 January 2011.
Performance Related Remuneration

Performance Remuneration affecting Future Periods
The fair value of share-based payments granted is amortised over the vesting period and therefore remuneration in respect of these awards may be
reported in future years. The following table summarises the maximum value of these awards in future years. The minimum value of these awards
is nil, should performance conditions not be satisfied.
2011 2012 2013

Executives $’000 $’000 $’000
Alan Joyce 2,677 1,050 62
Bruce Buchanan 721 336 71
Gareth Evans 493 233 71
Rob Gurney 628 302 63
Simon Hickey 686 316 66
Lyell Strambi 834 379 77
Brett Johnson 658 301 64
Rob Kella 643 294 62
THE QANTAS GROUP 44


LTIP awards – vesting and forfeiture
Awards of Rights under the LTIP may vest and convert to Qantas shares subject to the achievement of long-term performance hurdles. Any Rights
that do not achieve the performance hurdles will be forfeited.
In 2009/2010, there was nil vesting and nil forfeiture under the 2007 Performance Rights Plan (granted on 12 December 2007 and 31 March 2008),
2008 Performance Rights Plan (granted on 4 May 2009) and 2010-2012 LTIP (granted on 9 September 2009).
The award to Colin Storrie under this plan is an exception, with forfeiture of 11 per cent of Rights awarded under the 2007 Performance Rights Plan,
forfeiture of 44 per cent of Rights awarded under the 2008 Performance Rights Plan and forfeiture of 78 per cent of Rights awarded under the
2010-12 LTIP. There was nil vesting of Colin Storrie’s awards under the above plans. All remaining 109,111 Rights were subsequently forteited (with
nil compensation). These forfeited Rights were fully expensed and disclosed as a “Share-based Payment” in the remuneration table for Mr Storrie.
Number of Rights awarded, vested and exercised in 2009/2010
2010
Awarded1 Vested2 Exercised3
Alan Joyce 250,000 49,720 –
Bruce Buchanan 119,000 – –
Gareth Evans 55,000 18,080 –
Rob Gurney 104,000 18,080 18,191
Simon Hickey 112,000 31,640 –
Lyell Strambi 126,000 – –
Brett Johnson 106,000 31,640 28,945
Rob Kella 104,000 31,640 28,945
Colin Storrie 90,000 30,765 45,249
1. Rights were awarded on 9 September 2009 with a nil exercise price. The weighted average fair value of the Rights award was $2.05.
2. The number of Rights which have met the performance hurdle during the year 7.7 per cent of the 2006 Performance Rights Plan met the performance hurdle during 2009/2010.
3. The number of Rights exercised represents the number of vested Rights called for by the Executive during the year.
Retention Plan (discontinued) – vesting and forfeiture

Awards to participants under the 2006 Retention Plan, granted on 16 August 2006 and 6 December 2006, fully vested during 2009/2010.
Awards to participants under the 2007/2008 Retention Plan (granted on 15 August 2007) had 68 per cent vesting in 2008/2009 and the remaining
32 per cent vesting during 2009/2010. The award to Colin Storrie under this plan is an exception, with 67 per cent vesting in 2008/2009, 22 per cent
vesting during 2009/2010 but prior to his termination date, and the remaining 11 per cent were forfeited on termination.
Performance Share Plan (discontinued) – vesting and forfeiture
PSP awards to participants are subject to a one year minimum holding lock period for 50 per cent of any award and a two year minimum holding
lock for the remaining 50 per cent of the award.
Awards to participants under the 2009 Performance Share Plan (granted on 19 August 2009) had nil vesting and nil forfeiture in 2009/2010.
The award to Colin Storrie made under the 2009 Performance Share Plan is an exception to this, as the award was 100 per cent forfeited during
2009/2010.
Awards to participants under the 2008 Performance Share Plan (granted on 20 August 2008) had 50 per cent vesting during 2009/2010 and nil
forfeiture. Awards to participants under the 2008/2009 Performance Share Plan (granted on 4 March 2009) had nil vesting and nil forfeiture during
2009/2010.
Qantas Code of Conduct & Ethics – Employee Share Trading Policy, Margin Loans and Hedging
The Qantas Code of Conduct & Ethics prohibits certain Nominated Qantas Employees from entering into any hedging or margin lending arrangement
or otherwise granting a charge over the securities of any Qantas Group Listed Entity, where control of any sale process relating to those securities
may be lost.
Once equity entitlements vest and convert to unrestricted shareholdings in the name of each participant under the relevant equity plan, participants
are free to deal with their shareholdings subject to the Qantas Code of Conduct & Ethics and Employee Share Trading Policy.

ENVIRONMENTAL OBLIGATIONS NON-AUDIT SERVICES

The Qantas Group’s operations are subject to a range of Commonwealth, During the year, KPMG, Qantas’ auditor, has performed certain other
State, Territory and international environmental legislation. The Qantas services in addition to its statutory duties.
Group is a leading airline group committed to creating a cleaner future The Directors are satisfied that:
through caring for the environment with high standards of environmental
a. The non-audit services provided during the 2009/2010 financial year
performance, and the Board places particular focus on the environmental
by KPMG as the external auditor were compatible with the general
aspects of its operations through the Safety, Health, Environment &
standard of independence for auditors imposed by the Corporations
Security Committee, which is responsible for monitoring compliance
Act 2001
with these regulations and reporting to the Board.
b. Any non-audit services provided during the 2009/2010 financial year
The Directors are satisfied that adequate systems are in place for the
by KPMG as the external auditor did not compromise the auditor
management of the Qantas Group’s environmental exposures and
independence requirements of the Corporations Act 2001 for the
environmental performance. The Directors are also satisfied that all
following reasons:
relevant licences and permits are held and that appropriate monitoring
procedures are in place to ensure compliance with those licences and – KPMG services have not involved partners or staff acting in a
permits. Any significant environmental incidents are reported to the Board. managerial or decision-making capacity within the Qantas Group
or being involved in the processing or originating of transactions
The Directors are not aware of any breaches of any environmental
legislation or of any significant environmental incidents during the year – KPMG non-audit services have only been provided where Qantas
which are material in nature. is satisfied that the related function or process will not have a
material bearing on the audit procedures
INDEMNITIES AND INSURANCE – KPMG partners and staff involved in the provision of non-audit
services have not participated in associated approval or
Under the Qantas Constitution, Qantas indemnifies, to the extent
authorisation processes
permitted by law, each Director, Company Secretary and Assistant
Company Secretary of Qantas against any liability incurred by that – A description of all non-audit services undertaken by KPMG and
person as an officer of Qantas. the related fees have been reported to the Board to ensure
complete transparency in relation to the services provided
The Directors listed on pages 10 and 11, the Company Secretary and
Assistant Company Secretary listed on page 30 and certain individuals – The declaration required by section 307C of the Corporations Act
who formerly held any one of these positions, have the benefit of the 2001 confirming independence has been received from KPMG
indemnity in the Qantas Constitution. Members of the Qantas Executive A copy of the lead auditor’s independence declaration as required
Committee listed on page 14 and certain former members of the under section 307C of the Corporations Act 2001 is included on the
Executive Committee have the benefit of an indemnity to the fullest following page.
extent permitted by law and as approved by the Board. In respect to Details of the amounts paid to the auditor of Qantas, KPMG, for audit
non-audit services, KPMG, Qantas’ auditor, has the benefit of an and non-audit services provided during the year are set out in Note 7
indemnity to the extent KPMG reasonably relies on information provided to the Financial Statements.
by Qantas which is false, misleading or incomplete. No amount has been
paid under any of these indemnities during 2009/2010 or to the date of
this Report.
Qantas has insured against amounts which it may be liable to pay on
behalf of Directors and Officers or which it otherwise agrees to pay by
way of indemnity.
During the year, Qantas paid a premium for Directors’ and Officers’
liability insurance policies, which cover all Directors and Officers of the
Qantas Group. Details of the nature of the liabilities covered, and the
amount of the premium paid in respect of the Directors’ and Officers’
insurance policies, are not disclosed, as such disclosure is prohibited
under the terms of the contracts.
THE QANTAS GROUP 46

Lead Auditor’s Independence Declaration under Section 307C of the Corporations Act 2001
To: the Directors of Qantas Airways Limited
I declare that, to the best of my knowledge and belief, in relation to the audit for the financial year ended 30 June 2010, there have been:
i) no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and
ii) no contraventions of any applicable code of professional conduct in relation to the audit.
KPMG Martin Sheppard

Sydney, 30 August 2010 Partner
Rounding
Qantas is a company of a kind referred to in Australian Securities and Investments Commission (ASIC) Class Order 98/100 dated
10 July 1998. In accordance with the Class Order, amounts in this Directors’ Report and the Financial Report have been rounded
to the nearest million dollars unless otherwise stated.
Signed pursuant to a Resolution of the Directors:
Leigh Clifford Alan Joyce

Chairman Chief Executive Officer
30 August 2010
Consolidated Income Statement

Qantas Group
2010 2009
Notes $M $M
REVENUE AND OTHER INCOME
Net passenger revenue 10,938 11,604
Net freight revenue 821 764
Other 3 2,013 2,184
Revenue and other income 13,772 14,552
EXPENDITURE
Manpower and staff related 3,405 3,684
Fuel 3,283 3,602
Aircraft operating variable 2,675 2,834
Depreciation and amortisation 1,199 1,390
Non-cancellable aircraft operating lease rentals 525 450
Ineffective and non-designated derivatives 25 173 (105)
Share of net loss of associates and jointly controlled entities 15 4 15
Other 3 2,255 2,479
Expenditure 13,519 14,349
Statutory profit before income tax expense and net finance costs 253 203
Finance income 5 181 207
Finance costs 5 (256) (229)
Net finance costs 5 (75) (22)
Statutory profit before income tax expense 178 181
Income tax expense 6 62 58
Statutory profit for the year 116 123
Attributable to:
Members of Qantas 112 117
Non-controlling interests 4 6
EARNINGS PER SHARE ATTRIBUTABLE TO MEMBERS OF QANTAS

Basic/diluted earnings per share (cents) 8 4.9 5.6
UNDERLYING PBT (NON-STATUTORY MEASURE)

Statutory profit before income tax expense and net finance costs 253 203
Adjusted for:
—Ineffective and non-designated derivatives relating to other reporting periods 2(A) 156 (173)
—Non-recurring items 2(A) 59 106
Underlying profit before income tax expense and net finance costs (Underlying EBIT) 2 468 136
Adjusted for:
—Statutory net finance costs 5 (75) (22)
—Ineffective and non-designated derivatives relating to other reporting periods affecting net finance costs 2(A) (16) (14)
Underlying profit before income tax expense (Underlying PBT) 2 377 100
The above Consolidated Income Statement should be read in conjunction with the accompanying notes.
THE QANTAS GROUP 48
Consolidated Statement of Comprehensive Income

Qantas Group
2010 2009
$M $M
Transfer of hedge reserve to the Income Statement, net of tax1 122 (81)
Recognition of effective cash flow hedges on capitalised assets, net of tax 120 (61)
Effective portion of changes in fair value of cash flow hedges, net of tax (135) (300)
Foreign currency translation of controlled entities (3) 8
Foreign currency translation of associates (10) –
Hedge reserve movement of associates, net of tax 7 (8)
Other comprehensive income for the year 101 (442)
Total comprehensive income for the year 217 (319)
Total comprehensive income attributable to:

Members of Qantas 213 (325)
Total comprehensive income for the year 217 (319)
1. Amounts transferred from the hedge reserve to the Income Statements totalled $122 million (2009: ($81 million)). These amounts were allocated to revenue of $83 million (2009: $430 million),
fuel expenditure of $251 million (2009: $314 million), finance costs of $6 million (2009: nil) and income tax benefit of $52 million (2009: income tax expense of $35 million) in the Consolidated
Income Statement.
The above Consolidated Statement of Comprehensive Income should be read in conjunction with the accompanying notes.
Consolidated Balance Sheet

as at 30 June 2010
Qantas Group
2010 2009
Notes $M $M
CURRENT ASSETS
Cash and cash equivalents 10 3,704 3,617
Receivables 11 1,088 1,054
Other financial assets 25 233 561
Inventories 12 319 250
Current tax receivable – 128
Assets classified as held for sale 13 91 26
Other 14 397 330
Total current assets 5,832 5,966
NON-CURRENT ASSETS
Receivables 11 407 522
Investments accounted for using the equity method 15 378 387
Other investments 3 3
Property, plant and equipment 16 12,516 12,155
Intangible assets 17 668 664
Other 4 8
Total non-current assets 14,078 14,083
Total assets 19,910 20,049
CURRENT LIABILITIES
Payables 19 1,750 1,833
Revenue received in advance 20 3,167 3,109
Interest-bearing liabilities 21 619 608
Other financial liabilities 25 242 641
Provisions 22 448 507
Deferred lease benefits 11 16
Liabilities classified as held for sale 13 4 –
Total current liabilities 6,241 6,714
NON-CURRENT LIABILITIES
Revenue received in advance 20 1,067 1,232
Interest-bearing liabilities 21 5,099 4,895
Other financial liabilities 25 231 268
Provisions 22 560 533
Deferred tax liabilities 18 715 607
Total non-current liabilities 7,688 7,570
Total liabilities 13,929 14,284
Net assets 5,981 5,765
EQUITY
Issued capital 23 4,729 4,729
Treasury shares (54) (58)
Reserves 23 109 7
Retained earnings 1,155 1,043
Equity attributable to members of Qantas 5,939 5,721
Total equity 5,981 5,765
The above Consolidated Balance Sheet should be read in conjunction with the accompanying notes.
THE QANTAS GROUP 50
Consolidated Statement of Changes in Equity

Foreign
Employee Currency Non-
Qantas Group Issued Treasury Compensation Hedge Translation Retained controlling Total
$M Capital Shares Reserve Reserve Reserve Earnings Interest Equity
Balance as at 1 July 2008 3,976 (61) 53 421 (24) 1,366 4 5,735
TOTAL COMPREHENSIVE INCOME FOR THE YEAR
Statutory profit for the year – – – – – 117 6 123
Other comprehensive income
Transfer of hedge reserve to the Income Statement,
net of tax – – – (81) – – – (81)
Recognition of effective cash flow hedges on
capitalised assets, net of tax – – – (61) – – – (61)
Effective portion of changes in fair value of cash
flow hedges, net of tax – – – (300) – – – (300)
Foreign currency translation of controlled entities – – – – 8 – – 8
Hedge reserve movement of associates, net of tax – – – (8) – – – (8)
Total other comprehensive income – – – (450) 8 – – (442)
Total comprehensive income for the year – – – (450) 8 117 6 (319)
TRANSACTIONS WITH OWNERS RECORDED
DIRECTLY IN EQUITY
Contributions by and distributions to owners
Shares issued 517 – – – – – – 517
Own shares acquired – (58) – – – – – (58)
Share-based payments – – 59 – – – – 59
Shares vested to employees – 61 (60) – – (1) – –
Dividends declared 236 – – – – (439) (5) (208)
Total contributions by and distributions to owners 753 3 (1) – – (440) (5) 310
Change in ownership interests in subsidiaries
Non-controlling interest in controlled entities acquired – – – – – – 39 39
Total change in ownership interests in subsidiaries – – – – – – 39 39
Total transactions with owners 753 3 (1) – – (440) 34 349
Balance as at 30 June 2009 4,729 (58) 52 (29) (16) 1,043 44 5,765
TOTAL COMPREHENSIVE INCOME FOR THE YEAR
Statutory profit for the year – – – – – 112 4 116
Other comprehensive income
Transfer of hedge reserve to the Income Statement,
net of tax – – – 122 – – – 122
Recognition of effective cash flow hedges on
capitalised assets, net of tax – – – 120 – – – 120
Effective portion of changes in fair value of cash
flow hedges, net of tax – – – (135) – – – (135)
Foreign currency translation of controlled entities – – – – (3) – – (3)
Foreign currency translation of associates – – – – (10) – – (10)
Hedge reserve movement of associates, net of tax – – – 7 – – – 7
Total other comprehensive income – – – 114 (13) – – 101
Total comprehensive income for the year – – – 114 (13) 112 4 217
TRANSACTIONS WITH OWNERS RECORDED
DIRECTLY IN EQUITY
Contributions by and distributions to owners
Own shares acquired – (16) – – – – – (16)
Share-based payments – – 21 – – – – 21
Shares vested to employees – 20 (20) – – – – –
Dividends declared – – – – – – (4) (4)
Total contributions by and distributions to owners – 4 1 – – – (4) 1
Change in ownership interest in subsidiaries
Return of capital to non-controlling interest by
controlled entity – – – – – – (2) (2)
Total change in ownership interest in subsidiaries – – – – – – (2) (2)
Total transactions with owners – 4 1 – – – (6) (1)
Balance as at 30 June 2010 4,729 (54) 53 85 (29) 1,155 42 5,981
The above Consolidated Statement of Changes of Equity should be read in conjunction with the accompanying notes.
Consolidated Cash Flow Statement

Qantas Group
2010 2009
Notes $M $M
CASH FLOWS FROM OPERATING ACTIVITIES
Cash receipts in the course of operations 14,376 15,462
Cash payments in the course of operations (13,125) (13,918)
Interest received 149 191
Interest paid (238) (334)
Dividends received 16 22
Income taxes refunded/(paid) 129 (274)
Net cash from operating activities 26 1,307 1,149
CASH FLOWS FROM INVESTING ACTIVITIES

Payments for property, plant and equipment and intangible assets (1,688) (1,530)
Proceeds from disposal of property, plant and equipment 27 52
Proceeds from sale and leaseback of non-current assets 74 323
Proceeds from disposal of controlled entity – 5
Payments for investments (14) (23)
Payments for controlled entities acquired, net of cash acquired 27 – 10
Net cash used in investing activities (1,601) (1,163)
CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from issue of shares – 514
Payments for treasury shares (16) (58)
Proceeds from borrowings 1,352 1,448
Repayments of borrowings (974) (653)
Proceeds/(payments) from swaps 1 (24)
Net receipts from aircraft security deposits 22 23
Dividends paid to members of Qantas1 – (203)
Dividends paid to non-controlling interests (4) (15)
Net cash from financing activities 381 1,032
Net increase in cash and cash equivalents held 87 1,018
Cash and cash equivalents held at the beginning of the year 3,617 2,599
Cash and cash equivalents at the end of the year 10 3,704 3,617
1. During the year nil (2009: 83 million) shares were issued under the Dividend Reinvestment Plan. Dividends settled in shares rather than cash during the year totalled nil (2009: $236 million).
The above Consolidated Cash Flow Statement should be read in conjunction with the accompanying notes.
THE QANTAS GROUP 52
Notes to the Financial Statements

1. Statement of Significant Accounting Policies

Qantas Airways Limited (Qantas) is a company limited by shares, —AASB 124 Related Party Disclosures (revised December 2009) and
incorporated in Australia whose shares are publicly traded on the amendments in AASB 2009-12 Amendments to Australian Accounting
Australian Securities Exchange (ASX) and which is subject to the Standards, simplifies and clarifies the definition of a related party. The
operation of the Qantas Sale Act as described in the Corporate Qantas Group has not yet determined the effect of the amendments,
Governance Statement. which will become mandatory for the Qantas Group’s 30 June 2012
The consolidated Financial Report for the year ended 30 June 2010 financial statements with retrospective application required
comprises Qantas and its controlled entities (together referred to —AASB 2009-14 Amendments to Australian Interpretation –
as the Qantas Group) and the Qantas Group’s interest in associates Prepayments of a Minimum Funding Requirement – AASB 14, make
and jointly controlled entities. amendments to Interpretation 14 AASB 119 – The Limit on a Defined
The Financial Report of Qantas for the year ended 30 June 2010 was Benefit Asset, Minimum Funding Requirements removing an
authorised for issue in accordance with a resolution of the Directors unintended consequence arising from the treatment of the
on 30 August 2010. prepayments of future contributions in some circumstances when
there is a minimum funding requirement. The amendments, which
will become mandatory for the Qantas Group’s 30 June 2012 financial
(A) STATEMENT OF COMPLIANCE statements with retrospective application required, are not expected
The Financial Report is a general purpose financial report which has been to have any impact on the Financial Statements
prepared in accordance with Australian Accounting Standards (AASBs)
adopted by the Australian Accounting Standards Board and the
(C) CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS
Corporations Act 2001. The Financial Report also complies with
International Financial Reporting Standards (IFRSs) and interpretations The preparation of a Financial Report in conformity with AASBs requires
adopted by the International Accounting Standards Board. management to make judgements, estimates and assumptions that
affect the application of accounting policies and reported amounts of
assets, liabilities, income and expenses. The estimates and associated
(B) BASIS OF PREPARATION assumptions are based on historical experience and various other factors
The Financial Report is presented in Australian dollars and has been that are believed to be reasonable under the circumstances, the results
prepared on the basis of historical costs except in accordance with of which form the basis for making the judgements about carrying
relevant accounting policies where assets and liabilities are stated at their values of assets and liabilities that are not readily apparent from other
fair values. Assets classified as held for sale are stated at the lower of sources. Actual results may differ from these estimates.
carrying amount and fair value less costs to sell. Estimates and underlying assumptions are reviewed on an ongoing basis.
Qantas is a company of the kind referred to in Australian Securities and Revisions to accounting estimates are recognised in the period in which
Investments Commission (ASIC) Class Order 98/100 dated 10 July 1998 the estimate is revised and in any future periods affected. Judgements
(updated by CO 05/641 effective 28 July 2005 and CO 06/51 effective made by management in the application of AASBs that have a significant
31 January 2006). In accordance with that Class Order, all financial effect on the Financial Report and estimates with a significant risk of
information presented has been rounded to the nearest million dollars, material adjustment in future periods are highlighted below.
unless otherwise stated.
Change in Accounting Estimates – Passenger Aircraft Residual Value
The accounting policies set out below have been consistently applied
to all periods presented in the consolidated Financial Report. Effective 1 January 2010, the estimated residual values of passenger
aircraft were revised to between nil and 10 per cent of acquisition cost.
The Qantas Group has adopted revised AASB 3 Business Combinations
The estimated residual values had been between nil and 20 per cent.
(2008) and amended AASB 127 Consolidated and Separate Financial
Statements (2008) for business combinations occurring in the financial These changes resulted in an increase in depreciation expense of the
year starting 1 July 2009. All business combinations occurring on or after Qantas Group for the period from 1 January 2010 to 30 June 2010 of
1 July 2009 are accounted for by applying the acquisition method. The $50 million. The annual impact of these changes will progressively
change in accounting policy is applied prospectively and had no impact decrease until the end of the estimated useful lives of the affected assets.
in the current financial year.
Change in Accounting Estimates – Software
The Qantas Group has elected to apply AASB 2009-5 Further Amendments
to Australian Accounting Standards arising from the Annual Improvements The Qantas Group revised the estimated useful lives of core system
Project to the annual reporting period beginning 1 July 2009. There are software from five to 10 years effective 1 January 2009. The net effect
no changes resulting from the adoption of this standard except for of the change in the current financial year was a decrease in amortisation
excluding disclosure of segment assets and liabilities. expense of the Qantas Group by $26 million (2009: $17 million).
The following standards, amendments to standards and interpretations Change in Accounting Estimates – Qantas Frequent Flyer
have been identified as those which may impact Qantas in the period of
Qantas Frequent Flyer changed the accounting estimates of the fair value
initial application. They are available for early adoption at 30 June 2010,
of points and breakage expectation effective 1 January 2009. The launch
but have not been applied in preparing this Financial Report.
of the Qantas Frequent Flyer enhanced program in July 2008 has
—AASB 9 Financial Instruments and consequential amendments in improved the reliability of Management’s estimate of the fair value of
AASB 2009-11 Amendments to Australian Accounting Standards, the award for which points are expected to be redeemed. The effect of
includes requirements for the classification and measurement of this change is being applied prospectively from 1 January 2009 for new
financial assets resulting from the first part of Phase 1 of the project points issued. Unredeemed points as at 1 January 2009 remain deferred
to replace AASB 139 Financial Instruments: Recognition and at the previous estimate and will be redeemed at this value until these
Measurement. Retrospective application is generally required, points are extinguished.
although there are exceptions, particularly if the entity adopts the
If the accounting estimates had not been changed, the reported
standard for the year ended 30 June 2012 or earlier. The Qantas
revenue of the Qantas Group would be lower by $153 million (2009:
Group has not yet determined the effect of the amendments to
$164 million of which $84 million relates to a non-recurring benefit
AASB 9, which will become mandatory for the Qantas Group’s
arising from the direct earn conversion implemented in 2009).
30 June 2014 Financial Statements
Notes to the Financial Statements continued

1. Statement of Significant Accounting Policies continued

(D) PRINCIPLES OF CONSOLIDATION Translation of Foreign Operations
Assets and liabilities of foreign operations, including controlled entities
Controlled Entities
and investments in associates and jointly controlled entities, are
Controlled entities are entities controlled by Qantas. Control exists when translated at the rates of exchange prevailing at balance date. The
Qantas has the power, directly or indirectly, to govern the financial and Income Statements of foreign operations are translated to Australian
operating policies of an entity so as to obtain benefits from its activities. dollars at rates approximating the foreign exchange rates prevailing at
In assessing control, potential voting rights that presently are exercisable the dates of the transactions. Exchange differences arising on translation
or convertible are taken into account. are recognised in other comprehensive income and are presented within
The Financial Statements of controlled entities are included in the equity in the foreign currency translation reserve. The balance of the
Consolidated Financial Statements from the date that control foreign currency translation reserve relating to a foreign operation that
commences until the date that control ceases. is disposed of, or partially disposed of, is recognised in the Income
Statement in the year of disposal.
Intra-group transactions, balances and unrealised gains and losses on
transactions between group companies are eliminated in preparing the When the settlement of a monetary item receivable from or payable to a
Consolidated Financial Statements. foreign operation is neither planned nor likely in the foreseeable future,
foreign exchange gains and losses arising from such a monetary item are
Non-controlling interests in the results and equity of controlled entities
considered to form part of the net investment in a foreign operation and
are shown separately in the Consolidated Income Statement,
are recognised in other comprehensive income and are presented within
Consolidated Statement of Comprehensive Income, Consolidated
equity in the foreign currency translation reserve.
Statement of Changes in Equity and Consolidated Balance Sheet.
Associates and Jointly Controlled Entities (F) DERIVATIVE FINANCIAL INSTRUMENTS

Associates are those entities in which the Qantas Group has significant The Qantas Group is subject to foreign currency, interest rate, fuel price
influence, but not control or joint control, over the financial and and credit risks. Derivative and non-derivative financial instruments are
operating policies. used to hedge these risks. It is Qantas policy not to enter into, issue or
Jointly controlled entities are those entities over whose activities the hold derivative financial instruments for speculative trading purposes.
Qantas Group has joint control, established by contractual agreement. Derivative financial instruments are recognised at fair value both initially
Investments in associates and jointly controlled entities are accounted and on an ongoing basis. Transaction costs attributable to the derivative
for using the equity accounting method. The investments are carried at are recognised in the Consolidated Income Statement when incurred.
the lower of the equity accounted amount and the recoverable amount. The method of recognising gains and losses resulting from movements
in market prices depends on whether the derivative is a designated
The Qantas Group’s share of the associates’ and jointly controlled entity’s
hedging instrument, and if so, the nature of the risk being hedged. The
post-acquisition profit or loss is recognised in the Consolidated Income
Qantas Group designates certain derivatives as either hedges of the fair
Statement from the date that significant influence or joint control
value of recognised assets or liabilities or a firm commitment (fair value
commences until the date that significant influence or joint control
hedges); or hedges of highly probable forecast transactions (cash flow
ceases. The Qantas Group’s share of post-acquisition movements in
hedges). Gains and losses on derivative financial instruments qualifying
reserves is recognised in other comprehensive income. The cumulative
for hedge accounting are recognised in the same category in the
post-acquisition movements are adjusted against the carrying value of
Consolidated Income Statement as the underlying hedged item.
the investment. Dividends reduce the carrying amount of the equity
Changes in underlying market conditions or hedging strategies could
accounted investment.
result in recognition in the Consolidated Income Statement of changes in
When the Qantas Group’s share of losses exceeds its equity accounted fair value of derivative financial instruments designated as hedges.
carrying value of an associate or jointly controlled entity, the Qantas
Qantas documents at the inception of the transaction the relationship
Group’s carrying amount is reduced to nil and recognition of further
between hedging instruments and hedged items, including the risk
losses is discontinued, except to the extent that the Qantas Group has
management objective and strategy for undertaking each transaction.
incurred legal or constructive obligations or made payments on behalf
Qantas also documents its assessment, both at hedge inception and on
of an associate or jointly controlled entity.
an ongoing basis, of whether the hedging instruments that are used in
hedge transactions have been and will continue to be highly effective.
(E) FOREIGN CURRENCY
Fair Value Hedges
Transactions
Changes in the fair value of derivative financial instruments that are
Transactions in foreign currencies are translated to functional currency designated and qualify as fair value hedges are recorded in the
at the rates of exchange prevailing at the date of each transaction except Consolidated Income Statement, together with any changes in the
where hedge accounting is applied. At balance date, monetary assets fair value of the hedged asset or liability that are attributable to the
and liabilities denominated in foreign currencies are translated to the hedged risk.
functional currency at the rates of exchange prevailing at that date.
Resulting exchange differences are brought to account as exchange Cash Flow Hedges
gains or losses in the Income Statement in the year in which the The effective portion of changes in the fair value of derivative financial
exchange rates change. Non-monetary assets and liabilities that are instruments that are designated and qualify as cash flow hedges are
measured in terms of historical cost in a foreign currency are translated recognised in other comprehensive income and are presented within
using the exchange rate at the date of the transaction. Non-monetary equity in the hedge reserve. The cumulative gain or loss in the hedge
assets and liabilities denominated in foreign currencies that are stated at reserve is recognised in the Consolidated Income Statement in the
fair value are translated to Australian dollars at foreign exchange rates periods when the hedged item will affect profit or loss (i.e. when the
prevailing at the dates the fair value was determined. underlying income or expense is recognised). Where the hedged item is
of a capital nature, the cumulative gain or loss recognised in the hedge
reserve is transferred to the carrying amount of the asset or liability when
the asset or liability is recognised.
THE QANTAS GROUP 54


(F) DERIVATIVE FINANCIAL INSTRUMENTS continued Frequent Flyer Revenue
When a hedging instrument expires or is sold, terminated or exercised, Redemption Revenue
or Qantas revokes designation of the hedge relationship but the hedged Revenue received for the issuance of points is deferred as a liability
forecast transaction is still expected to occur, the cumulative gain or loss (revenue received in advance) until the points are redeemed or the
at that point remains in the hedge reserve and is recognised in accordance passenger is uplifted in the case of Qantas Group flight redemptions.
with the above policy when the transaction occurs. If the underlying hedged
Redemption revenue is measured based on management’s estimate
transaction is no longer expected to take place, the cumulative unrealised
of the fair value of the expected awards for which the points will be
gain or loss recognised in the hedge reserve with respect to the hedging
redeemed. The fair value of the awards are reduced to take into account
instrument is recognised immediately in the Consolidated Income
the proportion of points that are expected to expire (breakage).
Statement.
Marketing Revenue
Ineffective and Non-designated Derivatives Marketing revenue associated with the issuance of points is recognised
From time to time, certain derivative financial instruments do not qualify when the service is performed (typically on the issuance of the point).
for hedge accounting notwithstanding that the derivatives are held to Marketing revenue is measured as the difference between the cash
hedge identified exposures. Any changes in the fair value of a derivative received on issuance of a point and the redemption revenue.
instrument, or part of a derivative instrument, that does not qualify for
Membership Fee Revenue
hedge accounting are classified as ‘ineffective’ and recognised
immediately in the Consolidated Income Statement. Membership fee revenue results from an initial joining fee charged to
members. Revenue is recognised on expiry of any refund period.
Fair Value Calculations
Contract Work Revenue
The fair value of financial instruments traded in active markets is based
on quoted market prices at balance date. The fair value of financial Contract work revenue results from the rendering of services associated
instruments that are not traded in an active market are estimated using with contracts.
valuation techniques consistent with accepted market practice. The Where services performed are in accordance with contractually agreed
Qantas Group uses a variety of methods and input assumptions that are terms over a short period and are task specific, revenue is recognised
based on market conditions existing at balance date. when the services have been performed or when the resulting ownership
of the goods passes to the customer.
Financial Guarantee Contracts
Revenue on long-term contracts to provide goods or services is
Financial guarantee contracts are recognised as a financial liability at recognised in proportion to the stage of completion of the contract
the time the guarantee is issued. The liability is initially measured at fair when the stage of contract completion can be reliably measured or
value and subsequently at the higher of the amount determined in otherwise on completion of the contract.
accordance with AASB 137 Provisions, Contingent Liabilities and
Contingent Assets and the amount initially recognised less cumulative Other Income
amortisation, where appropriate. Income resulting from claims for liquidated damages is recognised as other
The fair value of financial guarantees is determined as the present value income when all performance obligations are met, including when a
of the difference in net cash flows between the contractual payments contractual entitlement exists, it can be reliably measured (including the
under the debt instrument and the payments that would be required impact of the receipt, if any, on the underlying assets’ carrying value) and
without the guarantee, or the estimated amount that would be payable it is probable that the economic benefits will accrue to the Qantas Group.
to a third party for assuming the obligations. Revenue from aircraft charter and leases, property income, Qantas Club
Where guarantees in relation to loans or payables of associates and membership fees, freight terminal and service fees, commission revenue
jointly controlled entities are provided for no compensation, the fair and other miscellaneous income is recognised as other income at the
values are accounted for as contributions and recognised as part of the time service is provided.
cost of the investment.
Asset Disposals
(G) REVENUE RECOGNITION Gains or losses on the disposal of assets are recognised at the date the
significant risks and rewards of ownership of the asset passes to the
Passenger, Freight and Tours and Travel Revenue buyer, usually when the purchaser takes delivery of the asset. The gain
Passenger and freight revenue is measured at the fair value of the or loss is determined by comparing the proceeds on disposal with the
consideration received, net of sales discount, passenger and freight carrying amount of the asset.
interline/IATA commission and Goods and Services Tax (GST). Other sales
Aircraft Financing Fees
commissions paid by Qantas are included in expenditure. Tours and travel
revenue is measured at the net amount of commission retained by Qantas. Fees relating to linked transactions involving the legal form of a lease are
recognised as revenue only when there are no significant obligations to
Passenger, freight and tours and travel revenue is recognised when
perform or refrain from performing, significant activities and Management
passengers or freight are uplifted or when tours and travel air tickets and
determines there are no significant limitations on use of the underlying
land content are utilised. Unused tickets are recognised as revenue using
asset and the possibility of reimbursement is considered remote. Where
estimates based on the terms and conditions of the ticket.
these criteria are not met, fees are brought to account as revenue or
Passenger recoveries (including fuel surcharge on passenger tickets) are expenditure over the period of the respective lease or on a basis which
included in the net passenger revenue. Freight fuel surcharge is included is representative of the pattern of benefits derived from the leasing
in the net freight revenue. transactions, with the unamortised balance being held as a deferred
lease benefit.
Dividend Revenue
Dividends are recognised as revenue when the right to receive payment
is established. Dividend revenue is recognised net of any franking credits
or withholding tax.


(H) GOODS AND SERVICES TAX (GST) (K) TAX CONSOLIDATION
Revenues, expenses and assets are recognised net of the amount of GST, Qantas and its Australian wholly-owned controlled entities and partnerships
except where the amount of GST incurred is not recoverable from the are part of a tax consolidated group. As a consequence, all members of the
taxation authority. In these circumstances, the GST is recognised as part tax consolidated group are taxed as a single entity.
of the cost of acquisition of the asset or as part of the expense.
Receivables and payables are stated with the amount of GST included. (L) RECEIVABLES
The net amount of GST recoverable from, or payable to, the taxation
Current receivables are recognised and carried at original invoice amount
authority is included as a current asset or liability in the Balance Sheet.
less impairment losses. Bad debts are written off as incurred. Non-current
Cash flows are included in the Consolidated Cash Flow Statement on a receivables are carried at the present value of future net cash inflows
gross basis. The GST components of cash flows arising from investing expected to be received.
and financing activities which are recoverable from, or payable to, the
taxation authority are classified as operating cash flows.
(M) CONTRACT WORK IN PROGRESS
Contract work in progress is stated at cost plus profit recognised to date,
(I) MAINTENANCE AND OVERHAUL COSTS
in accordance with Note 1(G), less an allowance for foreseeable losses
Accounting for the cost of providing major airframe and certain engine and less progress billings. Cost includes all expenditure related directly
maintenance checks for owned aircraft is described in the accounting to specific projects and an allocation of fixed and variable overheads
policy for property, plant and equipment in Note 1(P). With respect to incurred in the Qantas Group’s contract activities based on normal
operating lease agreements, where the Qantas Group is required to operating capacity.
return the aircraft with adherence to certain maintenance conditions,
Contract work in progress is presented as part of trade and other
provision is made during the lease term. This provision is based on the
receivables in the Consolidated Balance Sheet. If payments received
present value of the expected future cost of meeting the maintenance
from customers exceed the income recognised, then the difference is
return condition having regard to the current fleet plan and long-term
presented as deferred income in the Consolidated Balance Sheet.
maintenance schedules. The present value of non-maintenance return
conditions is provided for at the inception of the lease.
(N) INVENTORIES
All other maintenance costs are expensed as incurred, except overhaul
costs covered by third party maintenance agreements where there is a Inventories are measured at the lower of cost and net realisable value.
transfer of risk and legal obligation, which are expensed on the basis The costs of engineering expendables, consumable stores and work in
of hours flown. Modifications that enhance the operating performance progress are assigned to the individual items of inventories on the basis
or extend the useful lives of airframes or engines are capitalised and of weighted average costs.
depreciated over the remaining estimated useful life of the asset.
(O) IMPAIRMENT
(J) INCOME TAX
Non-financial Assets
Income tax expense comprises current and deferred tax. Income tax
expense is recognised in the Consolidated Income Statement except to The carrying amounts of non-financial assets (other than inventories and
the extent that it relates to items recognised directly in equity or in other deferred tax assets) are reviewed at each balance date to determine
comprehensive income, in which case it is recognised in equity or in whether there is any indication of impairment. If any such indication
other comprehensive income. exists, the assets’ recoverable amount is estimated. For goodwill and
intangible assets with indefinite lives, the recoverable amount is
Current tax liability is the expected tax payable on the taxable income for
estimated each year.
the year, using tax rates enacted or substantially enacted at balance date
and any adjustment to tax payable with respect to previous years. The recoverable amount of assets is the greater of their fair value less
costs to sell and value in use. Assets which primarily generate cash flows
Deferred tax is recognised in respect of temporary differences between
as a group, such as aircraft, are assessed on a cash generating unit
the carrying amounts of assets and liabilities for financial reporting
(CGU) basis inclusive of related infrastructure and intangible assets and
purposes and the amounts used for taxation purposes. Deferred tax is not
compared to net cash flows for the CGU. Estimated net cash flows
recognised for temporary differences arising from the initial recognition
used in determining recoverable amounts are discounted to their net
of assets or liabilities that affect neither accounting nor taxable profit,
present value using a pre-tax discount rate that reflects current market
and differences relating to investments in controlled entities and
assessments of the time value of money and the risks specific to the asset.
associates and jointly controlled entities to the extent that they will
probably not reverse in the foreseeable future. In addition, deferred tax An appropriate impairment charge is made if the carrying amount of
is not recognised for taxable temporary differences arising on the initial an asset or CGU exceeds its recoverable amount. The impairment is
recognition of goodwill. The amount of deferred tax provided is based expensed in the year in which it occurs. An impairment loss is reversed if
on the expected manner of realisation or settlement of the carrying there has been a change in the estimates used to determine the
amount of assets and liabilities, using tax rates enacted or substantially recoverable amount. An impairment loss with respect to goodwill is not
enacted at balance date. reversed.
A deferred tax asset is recognised only to the extent that it is probable Financial Assets
that future taxable profits will be available against which the asset can
The carrying value of financial assets is assessed at each reporting date
be utilised. Deferred tax assets are reduced to the extent that it is no
to determine whether there is any objective evidence that it is impaired.
longer probable that the related tax benefit will be realised.
A financial asset is considered to be impaired if objective evidence
Qantas provides for income tax in both Australia and overseas indicates that one or more events have had a negative effect on the
jurisdictions where a liability exists. estimated future cash flows of that asset.
An impairment loss in respect of a financial asset measured at amortised
cost is calculated as the difference between its carrying amount and the
present value of the estimated future cash flows discounted at the asset’s
original effective interest rate.
THE QANTAS GROUP 56


(P) PROPERTY, PLANT AND EQUIPMENT Leased and Hire Purchase Assets
Leased assets under which the Qantas Group assumes substantially
Owned Assets
all the risks and benefits of ownership are classified as finance leases.
Items of property, plant and equipment are stated at cost or deemed Other leases are classified as operating leases.
cost less accumulated depreciation and impairment losses. Items of
Linked transactions involving the legal form of a lease are accounted for
property, plant and equipment are initially recorded at cost, being the
as one transaction when a series of transactions are negotiated as one
fair value of the consideration provided plus incidental costs directly
or take place concurrently or in sequence and cannot be understood
attributable to the acquisition. The cost of acquired assets includes the
economically alone.
initial estimate at the time of installation and during the period of use,
when relevant, of the costs of dismantling and removing the items and Finance leases are capitalised. A lease asset and a lease liability equal
restoring the site on which they are located, and changes in the to the present value of the minimum lease payments and guaranteed
measurement of existing liabilities recognised for these costs resulting residual value are recorded at the inception of the lease. Any gains and
from changes in the timing or outflow of resources required to settle the losses arising under sale and leaseback arrangements are deferred and
obligation or from changes in the discount rate. The unwinding of the depreciated over the lease term where the sale is not at fair value.
discount is treated as a finance charge. Capitalised leased assets are depreciated on a straight-line basis over the
period in which benefits are expected to arise from the use of those
An element of the cost of an acquired aircraft is attributed to its service
assets. Lease payments are allocated between the reduction in the
potential reflecting the maintenance condition of its engines and
principal component of the lease liability and the interest element.
airframe. This cost is depreciated over the shorter of the period to the
The interest element is charged to the Consolidated Income Statement
next major inspection event or the remaining life of the asset.
over the lease term so as to produce a constant periodic rate of interest
The standard cost of subsequent major airframe and engine on the remaining balance of the lease liability.
maintenance checks is capitalised and depreciated over the shorter of
Fully prepaid leases are classified in the Consolidated Balance Sheet as
the scheduled usage period to the next major inspection event or the
hire purchase assets, to recognise that the financing structures impose
remaining life of the aircraft. Manpower costs in relation to employees
certain obligations, commitments and/or restrictions on the Qantas
who are dedicated to major modifications to aircraft are capitalised as
Group, which differentiate these aircraft from owned assets.
part of the cost of the modification to which they relate.
Leases are deemed to be non-cancellable if significant financial penalties
Borrowing costs associated with the acquisition of qualifying assets, such
associated with termination are anticipated.
as aircraft and the acquisition, construction or production of significant
items of other property, plant and equipment, are capitalised as part of Operating Leases
the cost of the asset to which they relate.
Rental payments under operating leases are charged to the Consolidated
Depreciation Income Statement on a straight-line basis over the term of the lease.
Depreciation is provided on a straight-line basis on all items of property, With respect to any premises rented under long-term operating leases,
plant and equipment except for freehold land which is not depreciated. which are subject to sub-tenancy agreements, provision is made for any
The depreciation rates of owned assets are calculated so as to allocate shortfall between primary payments to the head lessor less any recoveries
the cost or valuation of an asset, less any estimated residual value, over from sub-tenants. These provisions are determined on a discounted cash
the asset’s estimated useful life to the Qantas Group. Assets are flow basis, using a rate reflecting the cost of funds.
depreciated from the date of acquisition or, with respect to internally
Manufacturers’ Credits
constructed assets, from the time an asset is completed and available
for use. The costs of improvements to assets are depreciated over the The Qantas Group receives credits from manufacturers in connection
remaining useful life of the asset or the estimated useful life of the with the acquisition of certain aircraft and engines. These credits are
improvement, whichever is the shorter. Assets under finance lease are recorded as a reduction to the cost of the related aircraft and engines.
depreciated over the term of the relevant lease or, where it is likely the Where the aircraft are held under operating leases, the credits are
Qantas Group will obtain ownership of the asset, the life of the asset. deferred and reduced from the operating lease rentals on a straight-line
basis over the period of the related lease as deferred credits.
The principal asset depreciation periods and estimated residual value
percentages are:
Capital Projects
Residual Capital projects are disclosed within the categories to which they relate
Years Value (%) and are stated at cost. When the asset is ready for its intended use, it is
Buildings and leasehold improvements 10 – 40 0 capitalised and depreciated.
Plant and equipment 3 – 20 0
Passenger aircraft and engines 2.5 – 20 0 – 10
Freighter aircraft and engines 2.5 – 20 0 – 20
Aircraft spare parts 15 – 20 0 – 20
Depreciation rates and residual values are reviewed annually and

reassessed having regard to commercial and technological developments,
the estimated useful life of assets to the Qantas Group and the
long-term fleet plan.


(Q) INTANGIBLE ASSETS Long Service Leave
The liability for long service leave is recognised as a provision for
Goodwill
employee benefits and measured at the present value of estimated
All business combinations are accounted for by applying the acquisition future payments to be made in respect of services provided by employees
method. Goodwill represents the difference between the cost of the up to the end of the reporting period. The provision is calculated using
acquisition and the fair value of the net identifiable assets acquired. expected future increases in wage and salary rates including related
Goodwill acquired before transition to IFRS is carried at deemed cost. on-costs and expected settlement dates based on staff turnover history
Goodwill is stated at cost less any accumulated impairment losses. Goodwill and is discounted using the Australian Government bonds rate at balance
is allocated to CGUs and is tested annually for impairment. With respect date which most closely matches the terms to maturity of the related
to associates and jointly controlled entities, the carrying amount of liabilities. The unwinding of the discount is treated as a finance charge.
goodwill is included in the carrying amount of the investment in the
associate or the jointly controlled entity. Defined Contribution Superannuation Plans
Negative goodwill arising on an acquisition is recognised directly in the The Qantas Group contributes to employee defined contribution
Consolidated Income Statement. superannuation plans. Contributions to these plans are recognised
as an expense in the Consolidated Income Statement as incurred.
Airport Landing Slots
Defined Benefit Superannuation Plans
Airport landing slots are stated at cost less any accumulated impairment
losses. Airport landing slots are allocated to the relevant CGU and are The Qantas Group’s net obligation with respect to defined benefit
not amortised as they are considered to have an indefinite useful life and superannuation plans is calculated separately for each plan. The Qantas
are tested annually for impairment. Superannuation Plan has been split based on the divisions which relate
to accumulation members and defined benefit members. Only defined
Software benefit members are included in the Qantas Group’s net obligation
calculations. The calculation estimates the amount of future benefit that
Software is stated at cost less accumulated amortisation and impairment
employees have earned in return for their service in the current and prior
losses. Software development expenditure, including the cost of materials,
periods, which is discounted to determine its present value and the fair
direct labour and other direct costs, is only recognised as an asset when
value of any plan assets is deducted.
the Qantas Group controls future economic benefits as a result of the
costs incurred, it is probable that those future economic benefits will The discount rate used is the yield at balance date on government bonds
eventuate and the costs can be measured reliably. Amortisation is charged that have maturity dates approximating to the terms of the Qantas
to the Consolidated Income Statement on a straight-line basis over the Group’s obligations. The calculation is performed by a qualified actuary
estimated useful life of three to 10 years. using the projected unit credit method.
When the benefits of a plan are improved, the portion of the increased
Brand Names and Trademarks benefits relating to past service by employees is recognised as an
Brand names and trademarks are carried at cost less any accumulated expense in the Consolidated Income Statement on a straight-line basis
impairment losses. Brand names and trademarks are allocated to the over the average period until the benefits become vested. To the extent
relevant CGU and are not amortised as they are considered to have an that the benefits vest immediately, the expense is recognised immediately
indefinite useful life and are tested annually for impairment. in the Consolidated Income Statement.
In calculating the Qantas Group’s obligation with respect to a plan, to the
Customer Contracts/Relationships
extent that any cumulative unrecognised actuarial gain or loss exceeds
Customer contracts/relationships are carried at their fair value at the 10 per cent of the greater of the present value of the defined benefit
date of acquisition less accumulated amortisation and impairment losses. obligation and the fair value of plan assets, that portion is recognised
Amortisation is calculated based on the estimated timing of benefits in the Consolidated Income Statement over the expected average
expected to be received from those assets, which ranges from 10 to remaining working lives of the active employees participating in the plan.
15 years. Otherwise, the actuarial gain or loss is not recognised.
Where the calculation results in plan assets exceeding plan liabilities, the
(R) PAYABLES recognised asset is limited to the net total of any unrecognised actuarial
Liabilities for trade creditors and other amounts payable are carried losses and past service costs and the present value of any future refunds
at cost. from the plan or reductions in future contributions to the plan.
Past service cost is the increase in the present value of the defined
(S) EMPLOYEE BENEFITS benefit obligation for employee services in prior periods, resulting in the
current period from the introduction of, or changes to, post-employment
Wages, Salaries, Annual Leave and Sick Leave benefits or other long-term employee benefits. Past service costs may
either be positive (where benefits are introduced or improved) or
Liabilities for wages, salaries, annual leave (including leave loading) and
negative (where existing benefits are reduced).
sick leave vesting to employees are recognised in respect of employees’
services up to the end of the reporting period. These liabilities are Various actuarial assumptions underpin the determination of the Qantas
measured at the amounts expected to be paid when they are settled Group’s defined benefit obligation and are discussed in Note 30.
including related on-costs, such as workers compensation insurance,
superannuation and payroll tax.
Employee Share Plans

The fair value of equity-based entitlements granted to employees is
recognised as an employee expense with a corresponding increase in
equity. The fair value is estimated at grant date and recognised over
the period during which the employees become unconditionally entitled
to the equity instrument. The amount recognised as an expense is
adjusted to reflect the actual number of entitlements that vest, except
where forfeiture is only due to share prices not achieving the threshold
for vesting.
THE QANTAS GROUP 58


Employee Termination Benefits (X) INTEREST-BEARING LIABILITIES
Provisions for termination benefits are only recognised when there is a Interest-bearing liabilities are recognised initially at fair value less
detailed formal plan for the termination and where there is no realistic attributable transaction costs. Subsequent to initial recognition,
possibility of withdrawal. interest-bearing liabilities are stated at amortised cost, with any
difference between cost and redemption value being recognised in the
Consolidated Income Statement over the period of the borrowings on an
(T) PROVISIONS
effective interest basis. Interest-bearing liabilities that are designated as
A provision is recognised if, as a result of a past event, there is a present hedged items are subject to measurement under the hedge accounting
legal or constructive obligation that can be measured reliably, and it is requirements.
probable that an outflow of economic benefits will be required to settle
the obligation.
(Y) ASSETS CLASSIFIED AS HELD FOR SALE
If the effect is material, a provision is determined by discounting the
expected future cash flows required to settle the obligation at a pre-tax Non-current assets, or disposal groups comprising assets and liabilities,
rate that reflects current market assessments of the time value of money that are expected to be recovered primarily through sale rather than
and the risks specific to the liability. The unwinding of the discount is through continued use are classified as held for sale. Immediately before
treated as a finance charge. classification as held for sale, the measurement of the assets or components
of a disposal group is brought up-to-date in accordance with applicable
Dividends Accounting Standards. Thereafter, the assets, or disposal group, are
measured at the lower of carrying amount and fair value less costs to
A provision for dividends is recognised in the financial year in which the
sell. Impairment losses on initial classification as held for sale and
dividends are declared, for the entire amount, regardless of the extent to
subsequent gains or losses on remeasurement are recognised in the
which the dividend will be paid in cash.
Consolidated Income Statement, even when there is a revaluation.
Workers Compensation Insurance
The Qantas Group is a licensed self-insurer under the New South Wales (Z) SHARE CAPITAL
Workers Compensation Act, the Victorian Accident Compensation Act
and the Queensland Workers Compensation and Rehabilitation Act. Ordinary Shares
Qantas has made provision for all notified assessed workers Incremental costs directly attributable to issue of ordinary shares are
compensation liabilities, together with an estimate of liabilities incurred recognised as a deduction from equity, net of any related income tax
but not reported, based on an independent actuarial assessment benefit.
discounted using Australian Government bond rates that have maturity
dates approximating the terms of Qantas’ obligations. Workers’ Repurchase of Share Capital
compensation for all remaining employees is commercially insured. When share capital recognised as equity is repurchased, the amount of
the consideration paid, including directly attributable costs, is recognised
(U) EARNINGS PER SHARE as a deduction from equity.
Basic earnings per share is determined by dividing the Qantas Group’s Treasury Shares
net profit attributable to members of the Qantas Group by the weighted
Shares held by the Qantas sponsored employee share plan trust are
average number of shares on issue during the current year.
recognised as treasury shares and deducted from equity.
Diluted earnings per share is calculated after taking into account the
number of ordinary shares to be issued for no consideration in relation
to dilutive potential ordinary shares. (AA) COMPARATIVES
Various comparative balances have been reclassified to align with current
year presentation. These amendments have no material impact on the
(V) CASH AND CASH EQUIVALENTS
Financial Statements.
Cash and cash equivalents includes cash at bank and on hand, cash at
call and short-term money market securities and term deposits that are
readily convertible to a known amount of cash and are subject to an
insignificant risk of change in value.
(W) NET FINANCE COSTS

Net finance costs comprise interest payable on borrowings calculated using
the effective interest method, unwinding of the discount on provisions
and receivables, interest receivable on funds invested, gains and losses
on mark-to-market movement in fair value hedges. Finance income is
recognised in the Consolidated Income Statement as it accrues, using
the effective interest method. Where interest costs relate to qualifying
assets, they are capitalised to the cost of the assets. Qualifying assets are
assets that necessarily take a substantial period of time to be made ready
for intended use. Where funds are borrowed generally, borrowing costs
are capitalised using the average interest rate applicable to the Qantas
Group’s debt facilities.

2. Underlying PBT and Operating Segments

(A) UNDERLYING PBT Underlying PBT is calculated as follows:
Underlying PBT is the primary reporting measure used by the Qantas — Derivative mark-to-market movements recognised in the current
Group’s chief operating decision making bodies, being the Executive reporting period’s statutory profit that are associated with current
Committee and the Board of Directors, for the purpose of assessing year exposures remain included in Underlying PBT
the performance of the Group. — Derivative mark-to-market movements recognised in the current
Underlying PBT is a non-statutory measure, which excludes certain reporting period’s statutory profit that are associated with underlying
impacts of AASB 139: Financial Instruments: Recognition and exposures which will occur in future reporting period are excluded
Measurement (AASB 139) and items that management consider to be from Underlying PBT
non-recurring in nature. Qantas removes these items to provide more — Derivative mark-to-market movements recognised in the current
useful information that more accurately reflects the underlying reporting period’s statutory profit that are associated with capital
performance of the Group. expenditure are excluded from Underlying PBT and subsequently
All derivative transactions undertaken by the Qantas Group represent included in Underlying PBT as an implied adjustment to depreciation
economic hedges of underlying risk and exposures. The Qantas Group expense for the related assets commencing when the assets are
does not enter into speculative derivative transactions. Notwithstanding available for use
this, AASB 139 requires certain mark-to-market movements in derivatives — Derivative mark-to-market movements recognised in previous reporting
which are classified as ‘ineffective’ to be recognised immediately in the period’s statutory profit that are associated with underlying exposures
Consolidated Income Statement. The recognition of derivative valuation which occurred in the current year are included in Underlying PBT
movements in reporting periods which differ from the designated
— Underlying PBT excludes the impact of items identified as non-recurring
transaction causes volatility in statutory profit that does not reflect the
hedging nature of these derivatives. All derivative mark-to-market movements which have been excluded from
Underlying PBT will be recognised through Underlying PBT in future periods
Underlying PBT reports all hedge derivative gains and losses in the same
when the underlying transaction occurs.
reporting period as the underlying transaction by adjusting the current
reporting period’s statutory profit for derivative mark-to-market The primary reporting measure of the Qantas Group’s operating
movements that relate to underlying exposures in other reporting segments is Underlying EBIT. Underlying EBIT excludes net finance costs
periods. from Underlying PBT as these costs are managed centrally and are not
allocated to operating segments.
Non-recurring items are those items which by their nature are considered
necessary to separately disclose in the Qantas Group’s results. Underlying EBIT is calculated by adjusting Underlying PBT for statutory
net finance costs and the impact on net finance costs of ineffective and
non-designated derivatives relating to other reporting periods using a
consistent methodology as outlined above.
The calculation of Underlying EBIT and Underlying PBT is detailed in the
table below.
Qantas Group
2010 2009
Notes $M $M
Statutory profit before income tax expense and net finance costs (Statutory EBIT) 253 203
Ineffectiveness and non-designated derivatives relating to other reporting periods

Exclude current year derivative mark-to-market movements relating to underlying exposures in future years 51 (61)
Exclude current year derivative mark-to-market movements relating to capital expenditure 77 (110)
Include prior years’ derivative mark-to-market movements relating to underlying exposures in the current year 29 (2)
Include adjustment to depreciation expense relating to excluded capital expenditure mark-to-market movements (1) –
156 (173)
Non-recurring items
Gain on sale of Qantas Holidays and Qantas Business Travel – (86)
Revenue from direct earn conversion – (84)
Accelerated depreciation and impairment losses, net of impairment reversals
—Property, plant and equipment and related provisions for costs to sell 48 152
— Investments – (4)
— Goodwill and other intangible assets – 22
Redundancies, restructuring and other provisions 11 106
59 106
Underlying EBIT 2(C) 468 136
Underlying net finance costs
Statutory net finance costs 5 (75) (22)
Ineffectiveness and non-designated derivatives relating to other reporting periods affecting net finance costs (16) (14)
2(C) (91) (36)
Underlying PBT 2(C) 377 100
THE QANTAS GROUP 60

2. Underlying PBT and Operating Segments continued

(B) DESCRIPTION OF OPERATING SEGMENTS
The Qantas Group comprises the following operating segments:
1. Qantas – representing the Qantas passenger flying businesses and related businesses
2. Jetstar – representing the Jetstar passenger flying businesses, including Jetstar Asia and the investment in Jetstar Pacific
3. Qantas Freight – representing the air cargo and express freight businesses
4. Qantas Frequent Flyer – representing the Qantas Frequent Flyer customer loyalty program
5. Jetset Travelworld Group – representing the Group’s investment in the Jetset Travelworld Group
Costs associated with the centralised management and governance of the Qantas Group, together with certain items which are not allocated to
business segments, are reported as Corporate/Unallocated.
Fuel and foreign exchange hedge gains/losses are allocated to Segments based on the timing of underlying transactions.
Intersegment revenue has been determined on an arm’s length basis or a cost plus margin basis depending on the nature of the revenue. Ancillary
and support services are allocated to segments on a cost only basis.
(C) ANALYSIS BY OPERATING SEGMENT
Qantas Jetset
2010 Qantas Frequent Travelworld Corporate/ Consolidated
$M Qantas Jetstar Freight Flyer Group Unallocated Eliminations Underlying
External segment revenue 9,588 2,012 1,003 1,038 104 17 10 13,772
Intersegment revenue 1,021 185 4 70 31 14 (1,325) –
Total segment revenue and other 10,609 2,197 1,007 1,108 135 31 (1,315) 13,772
income
Share of net (loss)/profit of associates (13) (3) 12 – – – – (4)
and jointly controlled entities
EBITDAR1 1,415 463 61 330 20 (103) 9 2,195

Non-cancellable operating lease rentals (279) (315) (6) – – – 73 (527)
Depreciation and amortisation2 (1,069) (17) (13) (2) (6) (20) (73) (1,200)
Underlying EBIT 67 131 42 328 14 (123) 9 468
Underlying net finance costs (91)
Underlying PBT 377
1. Profit before income tax expense, depreciation, amortisation, non-cancellable operating lease rentals and net finance costs (EBITDAR) includes $153 million (Qantas Frequent Flyer
$152 million and Eliminations $1 million) representing the full year impact of the change in accounting estimate described in Note 1(C).
2. Depreciation and amortisation includes $50 million (Qantas $48 million and Corporate/Unallocated $2 million) representing the six month impact of the change in residual value estimate
for passenger aircraft described in Note 1(C).
2009
$M
External segment revenue 10,532 1,653 1,077 1,019 117 (23) 7 14,382
Intersegment revenue 1,092 198 3 30 28 16 (1,367) –
Total segment revenue and other 11,624 1,851 1,080 1,049 145 (7) (1,360) 14,382
income1
Share of net (loss)/profit of associates and (13) (15) 13 – – – – (15)
jointly controlled entities
EBITDAR2 1,363 373 25 226 22 (205) 33 1,837

Non-cancellable operating lease rentals (253) (251) (6) – – – 60 (450)
Depreciation and amortisation (1,106) (15) (12) – (6) (52) (60) (1,251)
Underlying EBIT 4 107 7 226 16 (257) 33 136
Underlying net finance costs (36)
Underlying PBT 100
1. Consolidated underlying revenue of $14,382 million differs from Consolidated sales and other income of $14,552 million as a result of the gain on sale of Qantas Holidays ($86 million) and the
revenue from direct earn conversion ($84 million). Both of these items are reported in the Consolidated Income Statement as other revenue.
2. Of the net change in accounting estimates of $164 million in relation to frequent flyer accounting as described in Note 1(C), EBITDAR includes $80 million (Qantas Frequent Flyer $63 million
and Eliminations $17 million) representing the six month impact of the change in accounting estimate.

3. Other Revenue and Expenditure

Qantas Group
2010 2009
$M $M
OTHER REVENUE
Tours and travel revenue 172 223
Contract work revenue 402 426
Ancillary passenger revenue 334 238
Passenger service fees 295 246
Lease revenue 165 189
Other 645 862
Total other revenue 2,013 2,184
OTHER EXPENDITURE
Selling and marketing 572 632
Property 396 402
Computer and communication 405 406
Capacity hire 249 274
Other 633 765
Total other expenditure 2,255 2,479
4. Statutory Profit before Income Tax Expense and Net Finance Costs
The following are included in statutory profit before income tax expense and net finance costs:
(A) SIGNIFICANT ITEMS

Change in frequent flyer estimates1 153 164
Change in passenger aircraft residual value estimates2 (50) –
Change in software useful life estimates3 26 17
Gain on sale of Qantas Holidays and Qantas Business Travel4 – 86
Accelerated depreciation and impairment losses, net of impairment reversals
—Property, plant and equipment and related provisions for costs to sell5 (48) (152)
—Investments6 – 4
—Goodwill and other intangible assets6 – (22)
Redundancies, restructuring and other provisions7 (11) (106)
1. During the year ended 30 June 2009, the Qantas Group changed its estimate of the fair value of a frequent flyer point and breakage which resulted in $153 million (2009: $164 million) of
additional revenue. For the year ended 30 June 2009, $84 million of this additional revenue related to a non-recurring benefit arising from the direct earn conversion implemented during the year.
Refer to Note 1(C) for further details.
2. During the year ended 30 June 2010, the Qantas Group changed the estimated residual value for passenger aircraft resulting in an increase in depreciation expense by $50 million (2009: nil).
Refer to Note 1(C) for further details.
3. During the year ended 30 June 2009, the Qantas Group changed the estimated useful lives of core system software resulting in a decrease in amortisation expense by $26 million
(2009: $17 million). Refer to Note 1(C) for further details.
4. In July 2008, the Qantas Group sold Qantas Holidays Limited and Qantas Business Travel Pty Limited to Jetset Travelworld Ltd in exchange for a 58 per cent ownership interest in the combined
group resulting in a gain on sale of $86 million after transaction costs. Refer to Note 27 for further details.
5. During the year ended 30 June 2009, the Qantas Group announced its intention to reduce capacity and ground or retire certain aircraft. In addition to these plans to ground certain aircraft, the
Qantas Group has disposed of a number of other aircraft during the years ending 30 June 2009 and 30 June 2010. This resulted in a net impairment charge/accelerated depreciation of $48 million
and $152 million in the years ended 30 June 2010 and 2009 respectively, to reduce the carrying value of these aircraft to their fair value less costs to sell.
6. During the year ended 30 June 2009, the Qantas Group recorded impairment losses on certain investments of $15 million and goodwill and other intangible assets of $22 million following a
review of the carrying value of these assets. In addition, immediately prior to the acquisition of Orangestar Investment Holdings Pte Limited (“Orangestar”), the Qantas Group reversed $19 million
of prior year impairment losses recorded against the carrying value of the investment in Orangestar. Refer to Note 27 for further details.
7. During the year ended 30 June 2009, as part of the plans to reduce capacity, the Qantas Group announced plans to restructure the business. These plans resulted in restructuring expenses of
$106 million. During the year ended 30 June 2010, the Qantas Group incurred transaction costs relating to the Jetset Travelworld Group merger transaction anticipated to occur in the year ended
30 June 2011, and the Qantas Group changed the estimates and assumptions in respect of other non-recurring provisions.
(B) OTHER ITEMS REQUIRING DISCLOSURE

Share-based payments1 (21) (59)
Net (loss)/gain on disposal of other property, plant and equipment and intangible assets (15) 17
Government grants 2 10
Net foreign currency (losses)/gains (11) 542
Restructuring and redundancies (excluding significant items) (23) (49)
Non-aircraft operating lease rentals (188) (224)
1. Refer to Note 24 for further details.
THE QANTAS GROUP 62

5. Net Finance Costs

Qantas Group
2010 2009
$M $M
FINANCE INCOME
Related parties
—Associates and jointly controlled entities 10 10
Unwinding of discount on receivables 19 33
Interest income on financial assets measured at amortised cost 152 164
Total finance income 181 207
FINANCE COSTS
Finance leases 11 25
Interest expense on financial liabilities measured at amortised cost 272 287
Fair value hedges
—Fair value adjustments on hedged items (71) 379
—Fair value adjustments on derivatives designated in a fair value hedge 48 (403)
Less: capitalised interest1 (44) (83)
Total finance costs on financial liabilities 216 205
Unwinding of discount on provisions and other liabilities 40 24
Total finance costs 256 229
Net finance costs (75) (22)

1. The borrowing costs are capitalised using the average interest rate applicable to the Qantas Group’s debt facilities being 6.1 per cent (2009: 8.1 per cent).
6. Income Tax
Qantas Group
2010 2009
$M $M
RECOGNISED IN THE CONSOLIDATED INCOME STATEMENT
Current income tax expense
Current year – 49
Adjustments for prior years – 8
– 57
Deferred income tax expense
Origination and reversal of temporary differences 317 15
Adjustments for prior years – (15)
Benefit of tax losses recognised (255) –
Utilisation of recognised tax losses – 1
62 1
Total income tax expense in the Consolidated Income Statement 62 58
RECONCILIATION BETWEEN INCOME TAX EXPENSE AND STATUTORY PROFIT BEFORE INCOME TAX EXPENSE
Income tax using the domestic corporate tax rate of 30 per cent 53 54
Add/(less) adjustments for (non-assessable income)/non-deductible expenditure:
—Non-assessable gain on sale of Qantas Holidays and Qantas Business Travel – (26)
—Non-deductible share of net loss of associates and jointly controlled entities 1 5
—Utilisation of previously unrecognised losses (4) (11)
—Non-deductible writedown of investments and goodwill – 6
—Non-deductible infrastructure bond interest 9 9
—Other items 3 13
Under provision in prior years – 8
Income tax expense 62 58
RECOGNISED IN THE CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME

Cash flow hedges 46 (189)
Income tax expense/(benefit) recognised directly in the Consolidated Statement of Comprehensive Income 46 (189)

7. Auditor’s Remuneration
Qantas Group
2010 2009
$000 $000
AUDIT SERVICES
Auditors of Qantas – KPMG Australia
—Audit and review of Financial Report – Qantas Group (excluding Jetset Travelworld Group) 2,777 2,756
—Audit and review of Financial Report – Jetset Travelworld Group 584 594
—Other regulatory audit services – Qantas Group (excluding Jetset Travelworld Group) 53 147
—Other regulatory audit services – Jetset Travelworld Group 12 6
Overseas KPMG firms
—audit and review of Financial Report 308 332
Total audit services 3,734 3,835
OTHER SERVICES
Audit related services
—Due diligence services – Qantas Group (excluding Jetset Travelworld Group) 70 4,086
—Due diligence services – Jetset Travelworld Group 1,733 –
—Other audit related services – Qantas Group (excluding Jetset Travelworld Group) 526 490
Overseas KPMG firms
—Due diligence services – 1,363
Total audit related services 2,329 5,939
Taxation services
—Taxation services – Qantas Group (excluding Jetset Travelworld Group) 360 270
—Taxation services – Jetset Travelworld Group 44 56
Overseas KPMG firms
—Taxation services 226 257
Total taxation services 630 583
Other non-audit services
—Other non-audit services – Qantas Group (excluding Jetset Travelworld Group) 323 365
Overseas KPMG firms
—Other non-audit services 24 –
Total other non-audit services 347 365
Total other services 3,306 6,887
Total auditor’s remuneration 7,040 10,722
8. Earnings per Share

Qantas Group
2010 2009
Cents Cents
Basic/diluted earnings per share 4.9 5.6
$M $M
Statutory profit attributable to members of Qantas 112 117
Number Number
M M
WEIGHTED AVERAGE NUMBER OF SHARES
Issued shares as at 1 July 2,265 1,894
Effect of shares issued 1 October 2008 – 41
Effect of shares issued 11 February 2009 – 104
Effect of shares issued 17 March 2009 – 5
Effect of shares issued 8 April 2009 – 7
Weighted average number of shares 2,265 2,051
Effect of shares issued at a discount to the market price1 – 29
Weighted average number of shares (basic and diluted) as at 30 June 2,265 2,080
1. In accordance with AASB133 Earnings per Share, the weighted average number of shares is adjusted when shares are offered to existing shareholders at a discount to the market price.
THE QANTAS GROUP 64

9. Dividends
(A) DIVIDENDS DECLARED AND PAID
Dividends declared and paid in the current and prior year by Qantas are:
Franked Tax
Total Rate for Percentage
Amount Date of Franking Credit Franked
2010 Cents per Share $M Payment % %
2010 interim – – – – –
2009 final – – – – –
Total – – – – –
2009
2009 interim 6.0 117 8 April 2009 30 100
2008 final 17.0 322 1 October 2008 30 100
Total 23.0 439
No final dividend will be paid in relation to the year ended 30 June 2010.
Additionally, $4 million (2009: $15 million including a payment of a $10 million provision acquired on consolidation of the Jetset Travelworld Group)
of dividends were declared to non-controlling interest shareholders.
(B) FRANKING ACCOUNT
Qantas Group
2010 2009
$M $M
Total franking account balance at 30 per cent 18 (17)
The above amount represents the balance of the franking account as at 30 June, after taking into account adjustments for:
—Franking credits that will arise from the payment of income tax payable for the current year
—Franking credits that will arise from the receipt of dividends recognised as receivables at the year end
—Franking credits that may be prevented from being distributed in subsequent years
The ability to utilise the franking credits is dependent upon there being sufficient available profits to declare dividends.
10. Cash and Cash Equivalents

Qantas Group
2010 2009
$M $M
Cash balances 366 336
Cash at call 151 279
Short-term money market securities and term deposits 3,187 3,002
Total cash and cash equivalents 3,704 3,617
Short-term money market securities of $141 million (2009: $197 million) held by the Qantas Group are pledged as collateral under the terms of
certain operational financing facilities when underlying unsecured limits are exceeded. The collateral cannot be sold or repledged in the absence
of default by the Qantas Group.

11. Receivables
Qantas Group
2010 2009
$M $M
CURRENT
Trade debtors
Associates and jointly controlled entities 33 41
Other parties 790 810
Less: provision for impairment losses 6 27
817 824
Other loans
Aircraft security deposits 5 24
Sundry debtors 266 206
Total current receivables 1,088 1,054
NON-CURRENT
Other loans from jointly controlled entities – interest-bearing 128 128
Aircraft security deposits 8 18
Sundry debtors 271 376
Total non-current receivables 407 522
The ageing of trade debtors, net of provision for impairment losses, at 30 June was:
Not past due 702 677
Past due 1-30 days 38 60
Past due 31-120 days 28 36
Past due 121 days or more 49 51
Total trade debtors 817 824
There are no significant other receivables that have been recognised that would otherwise, without renegotiation, have been past due or impaired.
The movement in the provision for impairment losses in respect of trade debtors was as follows:
Balance as at 1 July 27 4
Impairment loss recognised 4 24
Bad debts written off (5) (1)
Reversal of provision (20) –
Provision for impairment losses as at 30 June 6 27
Current aircraft security deposits are provided as security to providers of aircraft finance.
Sundry debtors of the Qantas Group includes $361 million (2009: $442 million) representing the present value of liquidated damages resulting from
the delay in delivery of aircraft.
12. Inventories
Engineering expendables 270 195
Consumable stores 42 46
Work in progress 7 9
Total inventories 319 250
THE QANTAS GROUP 66

13. Assets and Liabilities Classified as Held for Sale

Qantas Group
2010 2009
$M $M
Assets
Property, plant and equipment 69 26
Assets of DPEX disposal group 22 –
Total assets classified as held for sale 91 26
Liabilities
Liabilities of DPEX disposal group 4 –
Total liabilities classified as held for sale 4 –
On 8 June 2010, the Qantas Group announced an agreement to sell the DPEX Group, which is part of the Qantas Freight operating segment.
The sale transaction completed in August 2010. The assets of the DPEX disposal group represent goodwill of $16 million and receivables and
other assets of $6 million. The liabilities of DPEX disposal group represent payables of $4 million.
14. Other Current Assets

Superannuation prepayment (refer Note 30) 248 226
Prepayments 138 95
Other 11 9
Total other current assets 397 330
15. Investments Accounted for using the Equity Method

Share of net (loss)/profit of associates and jointly controlled entities
Associates (14) (25)
Jointly controlled entities 10 10
Total share of net (loss)/profit of associates and jointly controlled entities (4) (15)
Investments accounted for using the equity method

Associates 65 76
Jointly controlled entities
—Star Track Express Holdings Pty Limited 266 270
—Other 47 41
Total investments accounted for using the equity method 378 387
(A) INVESTMENTS IN ASSOCIATES

Details of interests in associates are as follows:
Qantas Group
Ownership Interest
2010 2009
Principal Activity Country of Incorporation Balance Date % %
Air Pacific Limited Air transport Fiji 31 Mar 46 46
Fiji Resorts Limited Resort accommodation Fiji 31 Dec 21 21
Hallmark Aviation Services L.P. Passenger handling services United States of America 31 Dec 49 49
HT & T Travel Philippines, Inc. Tours and travel Philippines 30 Jun 28 28
Holiday Tours and Travel (Thailand) Ltd Tours and travel Thailand 31 Dec 37 37
Holiday Tours & Travel Vietnam Co. Ltd Tours and travel Vietnam 30 Jun 37 37
Jetstar Pacific Airlines Aviation Joint Air transport Vietnam 31 Dec 27 27
Stock Company
PT Holidays Tours & Travel Tours and travel Indonesia 31 Dec 37 37
Tour East (T.E.T) Ltd Tours and travel Thailand 31 Dec 37 37

15. Investments Accounted for using the Equity Method continued

Qantas Group
2010 2009
$M $M
RESULTS OF ASSOCIATES
Revenues 489 688
Expenses 538 770
Loss before income tax expense (49) (82)
Income tax benefit 12 6
Net loss of associates (37) (76)
Qantas Group’s share of net loss of associates (14) (25)
MOVEMENTS IN CARRYING AMOUNT OF INVESTMENTS IN ASSOCIATES

Carrying amount of investments in associates as at 1 July 76 109
Additional investment in associates 10 23
Share of net loss of associates (14) (25)
Dividends received from associates (3) (5)
Share of foreign currency translation reserve movements (10) –
Share of hedge reserve movements 6 (8)
Impairment of investment – (15)
Reclassification to controlled entity – (3)
Carrying amount of investments in associates as at 30 June 65 76
SUMMARY FINANCIAL POSITION OF ASSOCIATES

The aggregate assets and liabilities of associates is as follows:
Current assets 135 175
Non-current assets 184 222
Total assets 319 397
Current liabilities 187 234
Non-current liabilities 23 55
Total liabilities 210 289
Net assets 109 108
Qantas Group’s share of net assets of associates 37 41
Adjustment arising from equity accounting
—Goodwill 40 47
—Accumulated impairment (12) (12)
Investments in associates accounted for using the equity method 65 76
COMMITMENTS
Share of associates’ contracted capital expenditure commitments 1,070 995
Share of associates’ contracted non-capital expenditure commitments 54 46
Qantas Group’s share of associates’ commitments 1,124 1,041
CONTINGENT LIABILITIES
Qantas Group’s share of associates’ contingent liabilities 8 5
(B) INVESTMENTS IN JOINTLY CONTROLLED ENTITIES

Details of interests in jointly controlled entities are as follows:
Qantas Group
Ownership Interest
2010 2009
Principal Activity Country of Incorporation Balance Date % %
Australian air Express Pty Ltd Air cargo Australia 30 Jun 50 50
Harvey Holidays Pty Ltd Tours and travel Australia 30 Jun 50 50
LTQ Engineering Pty Limited (formerly Maintenance services Australia 30 Jun 50 50
known as Jet Turbine Services Pty Limited)
Star Track Express Holdings Pty Limited Express road freight Australia 30 Jun 50 50
THE QANTAS GROUP 68

15. Investments Accounted for using the Equity Method continued

Qantas Group
2010 2009
$M $M
RESULTS OF JOINTLY CONTROLLED ENTITIES
Revenues 1,245 1,318
Expenses 1,212 1,297
Profit before income tax expense 33 21
Income tax expense (13) (1)
Net profit of jointly controlled entities 20 20
Qantas Group’s share of net profit of jointly controlled entities 10 10
MOVEMENTS IN CARRYING AMOUNT OF INVESTMENTS IN JOINTLY CONTROLLED ENTITIES

Carrying amount of investments in jointly controlled entities as at 1 July 311 295
Additional investment in jointly controlled entities 4 –
Reclassification from controlled entity – 21
Share of net profit of jointly controlled entities 10 10
Dividends received from jointly controlled entities (13) (15)
Share of hedge reserve movement 1 –
Reversal of impairment losses – 19
Reclassification to controlled entity – (19)
Carrying amount of investments in jointly controlled entities as at 30 June 313 311
SUMMARY FINANCIAL POSITION OF JOINTLY CONTROLLED ENTITIES

The aggregate assets and liabilities of jointly controlled entities is as follows:
Current assets 208 177
Non-current assets 887 881
Current liabilities 170 133
Non-current liabilities 300 304
Total liabilities 470 438
Net assets 625 620
Qantas Group’s share of net assets of jointly controlled entities 312 310
Adjustment arising from equity accounting
—Goodwill 1 1
Investments in jointly controlled entities accounted for using the equity method 313 311
COMMITMENTS
Share of jointly controlled entities’ contracted capital expenditure commitments 4 12
Share of jointly controlled entities’ contracted non-capital expenditure commitments 388 357
Qantas Group’s share of jointly controlled entities’ commitments 392 369
CONTINGENT LIABILITIES
Qantas Group’s share of jointly controlled entities’ contingent liabilities 31 33

16. Property, Plant and Equipment

Qantas Group
2010 2009
$M $M
Freehold land – owned
At cost 66 66
Total freehold land 66 66
Buildings – owned
At cost 284 283
Less: accumulated depreciation 132 118
152 165
Buildings – leased
At cost 51 51
6 8
Total buildings
At cost 335 334
Total buildings at net book value 158 173
Leasehold improvements
At cost 1,531 1,479
Total leasehold improvements at net book value 565 579
Plant and equipment

At cost 1,295 1,264
Total plant and equipment at net book value 489 543
Aircraft and engines – owned

At cost 12,200 11,297
Less: accumulated depreciation 5,089 4,974
7,111 6,323
Aircraft and engines – hire purchased/leased
At cost 3,048 3,814
1,902 2,247
Aircraft and engines – maintenance
At cost 1,065 1,087
367 367
Total aircraft and engines
At cost 16,313 16,198
Total aircraft and engines at net book value 9,380 8,937
THE QANTAS GROUP 70

16. Property, Plant and Equipment continued

Qantas Group
2010 2009
$M $M
Aircraft spare parts – owned
At cost 862 899
482 482
Aircraft spare parts – leased
At cost 23 24
8 11
Total aircraft spare parts
At cost 885 923
Total aircraft spare parts at net book value 490 493
Aircraft deposits
At cost 1,368 1,364
Total aircraft deposits 1,368 1,364
Total property, plant and equipment

At cost 21,793 21,628
Total property, plant and equipment at net book value 12,516 12,155
Transferred
to Assets
Qantas Group Disposal of Classified as
2010 Opening Net Controlled Held for Closing Net
$M Book Value Additions Disposals Entities Transfers Sale Depreciation Other1 Book Value
Reconciliations
Freehold land 66 – – – – – – – 66
Buildings 173 – – – 1 – (16) – 158
Leasehold improvements 579 64 – – (20) – (79) 21 565
Plant and equipment 543 45 (10) – 9 – (103) 5 489
Aircraft and engines 8,937 305 (18) – 1,099 (54) (904) 15 9,380
Aircraft spare parts 493 65 (10) – (4) – (50) (4) 490
Aircraft deposits 1,364 1,149 (62) – (1,099) – – 16 1,368
Total property, plant and equipment 12,155 1,628 (100) – (14) (54) (1,152) 53 12,516
2009
$M
Reconciliations
Freehold land 72 – – (6) – – – – 66
Buildings 193 – – (3) – – (16) (1) 173
Leasehold improvements 541 118 – – (6) – (77) 3 579
Plant and equipment 551 111 (23) (21) (2) – (98) 25 543
Aircraft and engines 8,608 443 (205) – 1,149 (26) (1,077) 45 8,937
Aircraft spare parts 431 156 (3) – (17) – (60) (14) 493
Aircraft deposits 1,945 618 (127) – (1,124) – – 52 1,364
Total property, plant and equipment 12,341 1,446 (358) (30) – (26) (1,328) 110 12,155
1. Other includes capitalised interest, foreign exchange movements and non-cash additions.
SECURED ASSETS
Certain aircraft and engines act as security against related financings. Under the terms of certain financing facilities entered into by the Qantas
Group, the underwriters to these agreements have a fixed charge over certain aircraft and engines to the extent that debt has been issued directly
to those underwriters. The total carrying amount of assets under pledge is $5,693 million (2009: $5,572 million).

17. Intangible Assets

Qantas Group
2010 2009
$M $M
Goodwill
At cost 219 259
Less: accumulated impairment – 22
Total goodwill at net book value 219 237
Airport landing slots
At cost 35 35
Total airport landing slots 35 35
Software
At cost 678 606
Less: accumulated amortisation 350 306
Total software at net book value 328 300
Brand names and trademarks
At cost 30 31
Total brand names and trademarks 30 31
Customer contracts/relationships
At cost 66 66
Less: accumulated amortisation 10 5
Total customer contracts/relationships at net book value 56 61
Total intangible assets 668 664
Transferred
Qantas Group Acquisitions to Assets
2010 Opening Net of Controlled Classified as Closing Net
$M Book Value Additions Entities Transfers Held for Sale Amortisation Other1 Book Value
Reconciliations
Goodwill 237 – – – (16) – (2) 219
Airport landing slots 35 – – – – – – 35
Software 300 60 – 14 – (42) (4) 328
Brand names and trademarks 31 – – – – – (1) 30
Customer contracts/relationships 61 – – – – (5) – 56
Total intangible assets 664 60 – 14 (16) (47) (7) 668
2009
$M
Reconciliations
Goodwill 147 – 112 – – – (22) 237
Airport landing slots 35 – – – – – – 35
Software 266 84 1 – – (57) 6 300
Brand names and trademarks – – 31 – – – – 31
Customer contracts/relationships – – 66 – – (5) – 61
Total intangible assets 448 84 210 – – (62) (16) 664
1. Other includes foreign exchange movements and impairments.
THE QANTAS GROUP 72

17. Intangible Assets continued

IMPAIRMENT TESTS FOR CASH GENERATING UNITS (CGUS) CONTAINING GOODWILL AND OTHER INTANGIBLE ASSETS
WITH INDEFINITE USEFUL LIVES
The following CGUs have goodwill and other intangible assets with indefinite useful lives:
Qantas Group
2010 2009
$M $M
Goodwill
Qantas1 23 39
Jetstar 130 132
Jetset Travelworld Group 66 66
219 237
Airport landing slots

Qantas 35 35
35 35
Brand names and trademarks

Jetstar 21 22
Jetset Travelworld Group 9 9
30 31
1. The Qantas CGU includes Qantas, Qantas Freight and Qantas Frequent Flyer. As all of these businesses are largely dependent on the Qantas Fleet to generate their revenue, the Qantas Fleet assets
are tested at the Qantas CGU level including the cash flows and assets of these segments.
The recoverable amounts of CGUs were based on their value in use calculations. Those calculations were determined by discounting the future
cash flows generated from the continuing use of the units and were based on the following assumptions:
Assumption How determined

Cash flows Cash flows were projected based on the Financial Plan approved by management and endorsed by the Board covering
a three-year period. Cash flows after the third year or terminal year were extrapolated using a constant growth rate of
2.5 per cent per annum, which does not exceed the long-term average growth rate for the industry.
Cash outflows include capital expenditure for the purchase of aircraft and other property, plant and equipment. These do
not include capital expenditure that enhances the current performance of assets and related cash flows have been treated
consistently.
Discount rate Pre-tax discount rates of 10.5 per cent per annum for Qantas and Jetstar and 16.0 per cent per annum for Jetset
Travelworld Group have been used in discounting the projected cash flows of these CGUs, reflecting a market estimate of
the weighted average cost of capital of the Qantas Group (2009: 11.23 per cent per annum for Qantas and Jetstar and
13.05 per cent per annum for Jetset Travelworld Group). The discount rates are based on the risk-free rate for the ten-year
Australian Government bonds adjusted for a risk premium to reflect both the increased risk of investing in equities and the
systematic risk of the specific CGU.
Market share Qantas Group’s domestic market share is expected to remain between 64 and 65 per cent (2009: 65 and 66 per cent) and
international market share between 27 and 28 per cent (2009: 26 and 28 per cent). These ranges were estimated having
regard to the Qantas Group’s committed fleet plans and those of its existing competitors.
Fuel The fuel into-plane price is assumed to be between US$103 and US$112 per barrel (2009: between US$82 and US$99)
and was set with regard to the forward fuel curve as at March 2010.
Currency The US$:A$ exchange rate is assumed to be between 92 and 93 cents (2009: 75.8 cents).
Fleet age The average fleet age is forecast to be between 8.3 and 8.6 years (2009: between 8.5 and 8.9 years) and is estimated
having regard to the existing contractually committed long-term fleet plan for the Qantas Group.

18. Deferred Tax Assets and Liabilities

Qantas Group
2010 2009
$M $M
Deferred tax liabilities 715 607
Total deferred tax liabilities 715 607
Recognised in
the Recognised
Qantas Group Consolidated in Other Acquisitions of
2010 Opening Income Comprehensive Controlled Closing
$M Balance Statement Income Entities Balance
Reconciliations
Inventories (35) 23 – – (12)
Property, plant and equipment and intangible assets (1,366) (166) – – (1,532)
Payables 82 (35) – – 47
Revenue received in advance 676 (55) – – 621
Interest-bearing liabilities (228) 209 – – (19)
Other financial assets/liabilities 59 (163) (46) – (150)
Provisions 265 (14) – – 251
Other items (62) (116) – – (178)
Tax value of recognised tax losses 2 255 – – 257
Total deferred tax liabilities (607) (62) (46) – (715)
2009
$M
Reconciliations
Inventories (52) 17 – – (35)
Property, plant and equipment and intangible assets (1,387) 44 – (23) (1,366)
Payables 99 (17) – – 82
Revenue received in advance 642 34 – – 676
Interest-bearing liabilities (145) (83) – – (228)
Other financial assets/liabilities (11) (119) 189 – 59
Provisions 229 36 – – 265
Other items (135) 73 – – (62)
Tax value of recognised tax losses 3 (1) – – 2
Total deferred tax liabilities (757) (16) 189 (23) (607)
At 30 June 2010, there is no recognised or unrecognised deferred tax liability for taxes that would be payable on the unremitted earnings of the
Qantas Group’s controlled entities, associates and jointly controlled entities (2009: nil).
UNRECOGNISED DEFERRED TAX ASSETS

Deferred tax assets have not been recognised with respect to the following items because it is not probable that future taxable profit will be available
against which the Qantas Group can utilise these benefits:
Qantas Group
2010 2009
$M $M
Tax losses – New Zealand operations 15 16
Tax losses – Singapore operations 25 –
Total unrecognised deferred tax assets – tax losses 40 16
THE QANTAS GROUP 74

19. Payables
Qantas Group
2010 2009
$M $M
Trade creditors
Associates and jointly controlled entities 6 38
Other parties 594 559
600 597
Other creditors and accruals 1,150 1,236

Total payables 1,750 1,833
20. Revenue Received in Advance

CURRENT
Unavailed passenger revenue 2,271 2,227
Unredeemed frequent flyer revenue 896 882
Total current revenue received in advance 3,167 3,109
NON-CURRENT
Unredeemed frequent flyer revenue 1,067 1,232
Total non-current revenue received in advance 1,067 1,232
21. Interest-bearing Liabilities

CURRENT
Bank loans – secured 502 372
Other loans – unsecured 74 72
Lease and hire purchase liabilities – secured (refer Note 28) 43 164
Total current interest-bearing liabilities 619 608
NON-CURRENT
Bank loans – secured 2,717 2,562
Bank loans – unsecured 740 629
Other loans – unsecured 1,203 1,235
Lease and hire purchase liabilities – secured (refer Note 28) 439 469
Total non-current interest-bearing liabilities 5,099 4,895
Certain current and non-current interest bearing liabilities relate to specific financings of aircraft and engines and are secured by the aircraft to which
they relate (refer Note 16).

22. Provisions
Qantas Group
2010 2009
$M $M
CURRENT
Dividends 5 5
Employee benefits
—Annual leave 317 338
—Long service leave 40 40
—Redundancies and restructuring 5 40
Onerous contracts 3 4
Make good on leased assets 18 –
Insurance, legal and other 60 80
Total current provisions 448 507
NON-CURRENT
Employee benefits
—Long service leave 311 323
Onerous contracts 6 9
Make good on leased assets 100 96
Insurance, legal and other 143 105
Total non-current provisions 560 533
Reconciliations of the carrying amounts of each class of provision, except for employee benefits, are set out below:
Acquisition
Qantas Group of
2010 Opening Provisions Controlled Provisions Unwind of Closing Non-
$M Balance Made Entities Utilised Discount Other1 Balance Current Current Total
Reconciliations
Dividends 5 4 – (4) – – 5 5 – 5
Onerous contracts 13 – – (5) 1 – 9 3 6 9
Make good on leased assets 96 41 – (21) 4 (2) 118 18 100 118
Insurance, legal and other 185 45 – (40) 6 7 203 60 143 203
Total 299 90 – (70) 11 5 335 86 249 335
2009
$M
Reconciliations
Dividends 5 444 10 (218) – (236) 5 5 – 5
Onerous contracts 7 13 – (7) – – 13 4 9 13
Make good on leased assets 42 38 14 – 2 – 96 – 96 96
Insurance, legal and other 166 50 – (32) 5 (4) 185 80 105 185
Total 220 545 24 (257) 7 (240) 299 89 210 299
1. Other includes dividends settled in shares under the Dividend Reinvestment Plan, foreign exchange movements and transfers from other balance sheet accounts.
NATURE AND PURPOSE OF PROVISIONS
Onerous Contracts
An onerous contract is a contract in which the unavoidable cost of meeting the obligations under the contract exceeds the economic benefit
expected to be received. The Qantas Group has raised this provision in respect of operating leases on premises.
Make Good on Leased Assets

The Qantas Group has leases that require the asset to be returned to the lessor in a certain condition. A provision has been raised for the present
value of the future expected cost at lease expiry.
Insurance, Legal and Other

The Qantas Group self-insures for risks associated with workers compensation. An outstanding claim is recognised when an incident occurs that may
give rise to a claim and is measured at the present value of the cost that the entity expects to incur in settling the claim. Legal provisions include
estimates of the likely penalties to be incurred in relation to investigations into alleged price fixing in the air cargo market.
THE QANTAS GROUP 76

23. Capital and Reserves

Qantas Group
2010 2009
$M $M
ISSUED CAPITAL
Issued and paid-up capital: 2,265,123,620 (2009: 2,265,123,620) ordinary shares, fully paid 4,729 4,729
Movements in the share capital of Qantas during the current and prior year were as follows:
Number
of Shares
Date Details M $M
1 July 2008 Balance 1,894 3,976
1 October 2008 Dividend reinvestment plan 55 192
11 February 2009 Institutional share placement 270 491
17 March 2009 Share purchase plan 18 26
8 April 2009 Dividend reinvestment plan 28 44
30 June 2009 Balance 2,265 4,729
30 June 2010 Balance 2,265 4,729
Holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share at shareholders’
meetings.
In the event of wind-up, Qantas ordinary shareholders rank after all creditors and are fully entitled to any residual proceeds on liquidation.
Treasury shares consist of shares held in trust for Qantas employees in relation to equity compensation plans. As at 30 June 2010, 15,640,025
(2009: 14,677,697) shares were held in trust and classified as treasury shares.
Qantas Group
2010 2009
$M $M
RESERVES
Employee compensation reserve 53 52
Hedge reserve (refer Note 25(B)) 85 (29)
Foreign currency translation reserve (29) (16)
109 7
NATURE AND PURPOSE OF RESERVES
Employee Compensation Reserve

The fair value of equity plans granted is recognised in the employee compensation reserve over the vesting period. This reserve will be reversed
against treasury shares when the underlying shares vest and transfer to the employee. No gain or loss is recognised in the Consolidated Income
Statement on the purchase, sale, issue or cancellation of Qantas’ own equity instruments.
Hedge Reserve
The hedge reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging instruments related to future
forecast transactions.
Foreign Currency Translation Reserve

The foreign currency translation reserve comprises all foreign exchange differences arising from the translation of the Financial Statements of foreign
controlled entities and associates, as well as from the translation of liabilities that form part of the Qantas Group’s net investment in a foreign
controlled entity.

24. Share-based Payments

The Deferred Share Plan (DSP) Terms and Conditions were approved by shareholders at the 2002 AGM. The DSP governed equity benefits
to Executives within the Qantas Group. There have been no modifications to the DSP Terms and Conditions during the year.
Eligible employees may be awarded equity benefits under the Qantas Profitshare Scheme.
Further details regarding the operation of equity plans for Executives are outlined in the Directors’ Report.
The total equity settled share-based payment expense for the year was $21 million (2009: $59 million).
(A) LONG TERM INCENTIVE PLAN (LTIP)

The LTIP is specifically targeted to Senior Executives in key roles or other participants who have been identified as high potential Executives. All Rights
are redeemable on a one-for-one basis for Qantas shares, subject to the achievement of the performance hurdle. Dividends are not payable on the Rights.
Number of Rights
Performance Rights Reconciliation 2010 2009
Rights outstanding as at 1 July 6,916,092 6,121,033
Rights granted 3,925,000 3,117,000
Rights lapsed (865,690) (1,301,362)
Rights expired (242,400) –
Rights vested (888,116) (1,020,579)
Rights outstanding as at 30 June 8,844,886 6,916,092
Rights exercisable as at 30 June 510,902 1,311,949
All Rights were granted with a nil exercise price. No amount has been paid, or is payable by the Executive in relation to these Rights.
Based on the performance hurdle tested as at 30 June 2010, 108,114 Rights will expire from the 2005/2006 award (2009: 242,400 Rights from
the 2004/2005 award).
During the year, 888,116 Rights were exercised (2009: 1,020,579).
At 30 June 2010, 26,271 Rights are available to be exercised at the request of the Executive under the 2004/2005 award, 96,040 Rights under the
2005/2006 award and a further 388,591 Rights under the 2006/2007 award (2009: 27,535 Rights under the 2004/2005 award and 143,733 Rights
under the 2005/2006 award). For more information on the operation of the LTIP, see page 35.
FAIR VALUE CALCULATION

The estimated value of Rights granted with the TSR performance hurdle component was determined at grant date using a Monte Carlo model.
A Black Scholes model was used to value the Rights with the EPS performance hurdle. The weighted average fair value of Rights granted during
the year was $2.05 (2009: $1.64).
Inputs into the Models 2010 2009

Weighted average share value $2.54 $2.13
Expected volatility 45% 50%
Dividend yield 2.8% 3.5%
Risk-free interest rate 4.7% 3.6%
The expected volatility for the 2009/2010 award was determined having regard to the historical one year volatility of Qantas shares and the implied
volatility on exchange traded options. The risk-free rate was the yield on an Australian Government bond at the grant date matching the remaining
life of the plan. The yield is converted into a continuously compounded rate in the model. The expected life assumes immediate exercise after vesting.
THE QANTAS GROUP 78

24. Share-based Payments continued

(B) PERFORMANCE SHARE PLAN (PSP)
The following awards were made under the PSP during the year ended 30 June 2010.
2010 2009
Weighted Weighted
Average Average
Number of Fair Value Number of Fair Value
Shares Granted Shares $ Shares $
Performance shares granted – 19 August 2009 6,108,538 2.65 – –
Performance shares granted – 6 April 2009 – – 147,977 1.82
Performance shares granted – 4 March 2009 – – 75,000 1.52
Performance shares granted – 1 October 2008 – – 2,826 3.22
Performance shares granted – 17 September 2008 – – 3,566 3.49
Performance shares granted – 20 August 2008 – – 7,661,838 3.45
Shares are valued based on the volume weighted average price of Qantas shares as traded on the ASX for the seven calendar days up to and
including the date of allocation. Expected dividends are not specifically taken into account when calculating the fair value but are implicit in the
weighted average price of Qantas shares. Shares are issued or purchased on-market and are held subject to a holding lock. For further detail on the
operation of the PSP, see page 42.
(C) RETENTION PLAN (RP)

There were no awards made under the RP during the year (2009: nil awards).
weighted average price of Qantas shares. Shares are issued or purchased on market and are held subject to a holding lock.
(D) QANTAS PROFITSHARE SCHEME (QPS)

There were no awards made under the QPS during the year (2009: 8,041,136 shares were granted on 20 August 2008 at a fair value of $3.45).
weighted average price of Qantas shares. Shares are transferred into the name of the employee and are subject to a three year trading restriction.
Under the Terms and Conditions of the QPS, this trading restriction will be lifted earlier in certain limited circumstances.

25. Derivatives and Hedging Instruments

The following section summarises derivative financial instruments in the Consolidated Balance Sheet, Consolidated Statement of Changes in Equity,
Consolidated Statement of Comprehensive Income and Consolidated Income Statement.
(A) OTHER FINANCIAL ASSETS AND LIABILITIES
Qantas Group
2010 2009
$M $M
NET OTHER FINANCIAL LIABILITIES
Derivatives
Designated as cash flow hedges (54) (43)
Designated as fair value hedges (153) (101)
De-designated derivatives (23) (134)
Not qualifying for hedge accounting 92 194
Net derivative liabilities (138) (84)
Other financial assets – 80
Net other financial liabilities (138) (4)
Other financial assets are measured at amortised cost. These amounts are shown net of impairment losses of nil (2009: $181 million).
Recognised on the Consolidated Balance Sheet

Other financial assets – current 233 561
Other financial assets – non-current 102 344
Other financial liabilities – current (242) (641)
Other financial liabilities – non-current (231) (268)
Net other financial liabilities (138) (4)
(B) HEDGE RESERVE

At 30 June 2010, the Qantas Group held various types of derivative financial instruments that were designated as cash flow hedges of future forecast
transactions. These were hedging of:
—Future foreign currency revenue receipts and operational payments by future debt repayments in foreign currency and exchange derivative
contracts (forwards, swaps or options)
—Future aviation fuel purchases by crude, gasoil and jet kerosene derivative contracts (forwards, swaps or options)
—Future interest payments by interest rate derivative contracts (forwards, swaps or options)
—Future capital expenditure payments by foreign exchange derivative contracts (forwards or options)
To the extent that the hedges were assessed as highly effective, the effective portion of changes in fair value are included in the hedge reserve.
For further information on accounting for derivative financial instruments as cash flow hedges, refer to Note 1(F). The periods in which the related
cash flows are expected to occur are summarised below:
Qantas Group
2010 Less than More than
$M 1 Year 1 to 5 Years 5 Years Total
Contracts to hedge
Future foreign currency receipts and payments 44 181 5 230
Future aviation fuel payments (3) 1 – (2)
Future interest payments (3) (31) (15) (49)
Future capital expenditure payments (60) 3 – (57)
(22) 154 (10) 122
Tax effect (37)
Total net gain included within hedge reserve 85
2009
$M
Contracts to hedge
Future foreign currency receipts and payments 117 111 37 265
Future aviation fuel payments (286) 12 – (274)
Future interest payments (5) (28) (1) (34)
Future capital expenditure payments (8) 10 – 2
(182) 105 36 (41)
Tax effect 12
Total net loss included within hedge reserve (29)
THE QANTAS GROUP 80

25. Derivatives and Hedging Instruments continued

(C) DERIVATIVE INEFFECTIVENESS AND NON-DESIGNATED DERIVATIVES IN THE CONSOLIDATED INCOME STATEMENT
Amounts shown below reflect ineffectiveness on changes in the fair value of any derivative instrument in a cash flow hedge, or part of a derivative
instrument that does not qualify for hedge accounting. AASB 139 Financial Instruments: Recognition and Measurement (AASB 139) permits reporting
entities to separate the intrinsic value and time value of an option. AASB 139 allows for the intrinsic value of an option to be designated as part of
any hedging relationship. As a result, the time value component is not hedge accounted and changes in fair values are recognised immediately in the
Income Statement for the financial period as it does not form part of a hedging relationship.
Qantas Group
2010 2009
$M $M
INEFFECTIVE AND NON-DESIGNATED DERIVATIVES
Ineffective portion of cash flow hedges 15 72
Components of derivatives not hedge accounted (including time value of options) (188) 33
Ineffective and non-designated derivatives (173) 105
26. Notes to the Cash Flow Statement

(A) RECONCILIATION OF STATUTORY PROFIT FOR THE YEAR TO NET CASH FROM OPERATING ACTIVITIES

Add: depreciation and amortisation 1,199 1,390
Add: share of net loss of associates and jointly controlled entities 4 15
Add: dividends received from associates and jointly controlled entities 16 20
Add: impairment of goodwill and other intangibles – 22
Add: share-based payments 21 59
Add: amortisation of deferred financing fees 15 20
Add: impairment of property, plant and equipment 52 –
Less: net gain on disposal of impaired assets (4) –
Less: capitalised interest (44) (83)
Less: impairment of investments – (4)
Less: net gain on sale of Qantas Holidays – (86)
Less: interest payments on liabilities held at fair value (94) (120)
Add/(less): net loss/(gain) on disposal of property, plant and equipment 15 (17)
(Less)/add: realised hedging (loss)/gains on operating cash flows (292) 110
Add/(less): changes in fair value of financial instruments 478 (86)
(Less)/add: other items (51) 5
Movements in operating assets and liabilities:
—Decrease in receivables 58 338
—Increase in inventories (69) (44)
—Increase in other assets (64) (55)
—Decrease in payables (83) (401)
—(Decrease)/increase in revenue received in advance (107) 44
—(Decrease)/increase in provisions (32) 133
—Decrease in current tax receivables/liabilities 128 (113)
—Decrease in deferred lease benefits (17) (18)
—Increase/(decrease) in deferred tax liabilities 62 (103)
Net cash from operating activities 1,307 1,149

26. Notes to the Cash Flow Statement continued

(B) FINANCING FACILITIES
The total amount of financing facilities available to the Qantas Group as at balance date is detailed below:
Qantas Group
2010 2009
$M $M
FINANCING FACILITIES
Committed bank overdraft
Facility available 7 7
Amount of facility used – –
Amount of facility unused 7 7
Committed syndicated standby facility1
Committed secured funding and sale and operating lease
Facility available – 1,100
Amount of facility unused – 1,100
Commercial paper and medium-term notes
Facility available2 1,000 1,000
Amount of facility unused 1,000 1,000
1. The syndicated standby facility has $200 million maturing on 8 August 2011 and $300 million maturing on 26 May 2013.
2. Subject to Dealer Panel participation.
The bank overdraft facility held with Commonwealth Bank of Australia covers the combined balances of Qantas and its wholly-owned controlled
entities. Subject to the continuance of satisfactory credit ratings, the bank overdraft facility may be utilised at any time. Commonwealth Bank
of Australia may terminate this facility without notice.
27. Acquisitions and Disposals of Controlled Entities

(A) ACQUISITIONS
(i) Jetset Travelworld Group

During the year ended 30 June 2009, the Qantas Group completed the acquisition of a 58 per cent controlling interest in Jetset Travelworld Limited
in exchange for the disposal of Qantas Holidays Limited and Qantas Business Travel Pty Limited to Jetset Travelworld Limited. On completion of the
transaction, the Qantas Group recognised a net gain on disposal of 42 per cent of Qantas Holidays Limited and Qantas Business Travel Pty Limited
of $86 million before tax.
(ii) Jetstar Asia (Orangestar Investment Holdings Pte Limited and its controlled entities)
During the year ended 30 June 2009, the Qantas Group increased its ownership in Orangestar Investment Holdings Pte Limited and its controlled
entities (the Jetstar Asia Group) to 49 per cent from 45 per cent. The transaction was completed via a newly incorporated entity, Newstar Investment
Holding Pte. Ltd. (Newstar), in which the Qantas Group owns 49 per cent. Through funding provided by the Qantas Group, Newstar acquired
100 per cent of the Jetstar Asia Group. The substance of this transaction is such that the Qantas Group can control (as defined by AASB 127
Consolidated and Separate Financial Statements) 100 per cent of the economic interest in the Jetstar Asia Group. Consequently, Jetstar Asia Group
is consolidated in the Qantas Group Financial Statements. Prior to the completion of the transaction, the Qantas Group reviewed the carrying value
of its equity investment in the Jetstar Asia Group, resulting in the reversal of approximately $19 million (before tax) of prior period impairment losses.
During the year ended 30 June 2010, the preliminary acquisition accounting was finalised, resulting in an increase in the fair value of receivables by
$2 million with a corresponding decrease in Goodwill.
(iii) Travel Software Solutions

On 30 June 2010, the Qantas Group acquired the remaining 33 per cent interest in Travel Software Solutions Pty Limited and its controlled entities.
There were no material effects of this transaction on the Qantas Group’s financial position.
THE QANTAS GROUP 82

27. Acquisitions and Disposals of Controlled Entities continued

(iv) Financial Summary
The table below summarises the impact of material acquisitions on the Qantas Group’s financial statements at the respective date of acquisition.
Qantas
Jetset Travelworld Group Jetstar Asia Group Group
2009 Carrying Fair Value Fair Carrying Fair Value Fair Fair
$M Values Adjust Value Values Adjust Value Value
Consideration paid, including transaction costs – – 7 – – 61 68
Less: cash acquired (29) – (29) (49) – (49) (78)
Payments for controlled entities, net of cash acquired (22) 12 (10)
Net assets acquired

Receivables 21 – 21 16 2 18 39
Investments accounted for using the equity method – – – (19) – (19) (19)
Goodwill – 66 66 – 44 44 110
Intangible assets – 74 74 – 24 24 98
Other current and non-current assets 3 – 3 17 – 17 20
Payables (27) – (27) (32) – (32) (59)
Provisions (11) – (11) (14) – (14) (25)
Revenue received in advance – – – (26) – (26) (26)
Deferred tax liabilities (1) (22) (23) – – – (23)
Non-controlling interest – (39) (39) – – – (39)
Net assets acquired (15) 79 64 (58) 70 12 76
Gain on disposal of 42 per cent of Qantas Holidays (86) – (86)
(22) 12 (10)
(B) DISPOSAL – LTQ ENGINEERING PTY LIMITED

During the year ended 30 June 2009, the Qantas Group disposed of 50 per cent of its interest in LTQ Engineering Pty Limited (formerly Jet Turbine
Services Pty Limited) which ceased to be a controlled entity on that date and became a jointly controlled entity. There were no material effects of this
transaction on the Qantas Group’s financial position.

28. Commitments
(A) FINANCE LEASE AND HIRE PURCHASE COMMITMENTS
Qantas Group
2010 2009
$M $M
AS LESSEE
Finance lease and hire purchase liabilities included in the Financial Statements at the present value
of future rentals
Aircraft and engines – payable:
Not later than one year 44 171
Later than one year but not later than five years 482 346
Later than five years – 180
526 697
Less: future lease and hire purchase finance charges 44 64
Total finance lease and hire purchase liabilities 482 633
Finance lease and hire purchase liabilities included in the Financial Statements
Current liability (refer Note 21) 43 164
Non-current liability (refer Note 21) 439 469
Total finance lease and hire purchase liabilities 482 633
The Qantas Group leases aircraft under finance leases with expiry dates between one and 12 years. Most finance leases contain purchase options
exercisable at the end of the lease term. The Qantas Group has the right to negotiate extensions on most leases.
(B) OPERATING LEASE COMMITMENTS

AS LESSEE
Non-cancellable operating lease commitments not provided for in the Financial Statements
Aircraft – payable:
Later than one year but not later than five years 2,212 2,260
Later than five years 705 782
3,615 3,664
Non-aircraft – payable:
929 1,020
Less: provision for potential under-recovery of rentals on unused premises available for sub-lease 9 9
(included in onerous contract provision)
920 1,011
Total operating lease commitments not provided for in the Financial Statements 4,535 4,675
The Qantas Group leases aircraft, buildings and plant and equipment under operating leases with expiry dates between one and 32 years.
The Qantas Group has the right to negotiate extensions on most leases.
AS LESSOR
Operating lease receivables not recognised in the Financial Statements
Receivable:
Total operating lease receivables not recognised in the Financial Statements 103 114
Qantas leases out freighter aircraft under long-term operating leases with rentals received monthly.
THE QANTAS GROUP 84

28. Commitments continued

(C) CAPITAL EXPENDITURE COMMITMENTS
Qantas Group
2010 2009
$M $M
Capital expenditure commitments contracted but not provided for in the Financial Statements
Aircraft 14,505 16,591
Building works 95 103
Other 228 96
14,828 16,790
Payable:
Not later than one year 2,553 1,560
Later than five years 2,421 5,095
Total capital expenditure commitments contracted but not provided for in the Financial Statements 14,828 16,790
The above amounts exclude uncommitted aircraft purchase payments that may be made if cancellable aircraft options are exercised. The Qantas Group
has a number of slide rights available on committed aircraft capital expenditure that are generally exercisable 24 months prior to contracted delivery.
29. Contingent Liabilities

Details of contingent liabilities are set out below. The Directors are of the opinion that provisions are not required with respect to these matters,
as it is not probable that a future sacrifice of economic benefits will be required or the amount is not capable of reliable measurement.
Qantas Group
2010 2009
$M $M
Performance guarantees and letters of comfort to support operating lease commitments and other arrangements 5 6
entered into with other parties
General guarantees in the normal course of business 172 161
Contingent liabilities relating to current and threatened litigation 3 3
180 170
AIRCRAFT FINANCING
As part of the financing arrangements for the acquisition of aircraft, the Qantas Group has provided certain guarantees and indemnities to various
lenders and equity participants in leveraged lease transactions. In certain circumstances, including the insolvency of major international banks and
other AAA rated counterparties, the Qantas Group may be required to make payments under these guarantees.
FREIGHT INVESTIGATIONS AND THIRD PARTY ACTIONS

Qantas continues to co-operate with regulators in their investigations into alleged price fixing in the air cargo market. These investigations revealed
that the practice adopted by Qantas Freight and the cargo industry generally to fix and impose fuel surcharges breached certain competition laws.
In addition to investigations by regulators for breaches of relevant competition laws, third party class actions have commenced against Qantas (as well
as other airlines) in Australia and the United States. Qantas has also been threatened with third party actions in other jurisdictions. Qantas has a
number of defences to these actions.
As at 30 June 2010, Qantas has provided $31 million (2009: $30 million). This provision reflects Management’s best estimate of potential penalties,
settlements and costs in Europe, New Zealand and other jurisdictions. However, Management’s current view may change as a result of future
developments. Qantas expects the outcome of these outstanding regulatory investigations and third party actions will be known over the course of
the next few years.
TRAVEL AGENT LITIGATION

A class action claim was made against Qantas and other airlines by a number of travel agents as a result of travel agents not being paid commission
on fuel surcharges. Qantas was successful in the initial action heard in the Federal Court, but was unsuccessful on appeal to the full Federal Court.
Qantas continues to dispute this claim and has sought leave to appeal to the High Court of Australia which will be heard on 3 September 2010.

30. Superannuation
The Qantas Superannuation Plan (QSP) is a hybrid defined benefit/defined contribution fund with 14 separate divisions which commenced operation
in June 1939. In addition to the QSP, there are a number of small offshore defined benefit plans.
The Qantas Group makes contributions to defined benefit superannuation plans that provide defined benefit amounts for employees upon
retirement. Under the plans, employees are entitled to retirement benefits determined, at least in part, by reference to a formula based on years of
membership and salary levels. The total plan assets include shares in Qantas with a fair value of $8 million (2009: $6 million). Plan assets also include
an investment in a trust which owns a 50 per cent interest in property occupied by the Qantas Group. The value of this investment is $16 million
(2009: $28 million).
Qantas Group
2010 2009
$M $M
CHANGES IN THE PRESENT VALUE OF DEFINED BENEFIT OBLIGATION
Opening defined benefit obligation 2,098 1,846
Current service cost 158 149
Interest cost 106 105
Actuarial losses 174 176
Exchange differences on foreign plans (23) 8
Benefits paid (303) (186)
Closing defined benefit obligation 2,210 2,098
CHANGES IN THE FAIR VALUE OF PLAN ASSETS

Opening fair value of plan assets 1,944 2,142
Expected return 147 170
Actuarial gains/(losses) 36 (343)
Exchange differences on foreign plans (16) 6
Contributions by employer 133 130
Contributions by plan participants 23 25
Benefits paid (303) (186)
Closing fair value of plan assets 1,964 1,944
EXPENSE RECOGNISED IN THE CONSOLIDATED INCOME STATEMENT

Service cost 140 135
Interest cost 106 105
Contributions by plan participants (23) (25)
Expected return on plan assets (147) (170)
Actuarial losses 15 –
Increase in allowance for contributions tax on net liability 13 7
Expenses 5 7
Total included in manpower and staff related expenditure 109 59
ACTUAL RETURN GAIN/(LOSS) ON PLAN ASSETS

Actual return gain/(loss) on plan assets 183 (173)
% %
MAJOR CATEGORIES OF PLAN ASSETS AS A PERCENTAGE OF TOTAL PLAN ASSETS
Equity instruments (Australian and overseas) 55 55
Fixed interest, cash and indexed bonds (Australian and overseas) 20 20
Property 9 10
Alternative assets 16 15
$M $M
RECONCILIATION TO THE CONSOLIDATED BALANCE SHEET
Fair value of plan assets 1,964 1,944
Present value of defined benefit obligation 2,210 2,098
Deficit (246) (154)
Less: unrecognised actuarial losses (494) (380)
Recognised prepayments in the Consolidated Balance Sheet (refer Note 14) 248 226
THE QANTAS GROUP 86

30. Superannuation continued

Qantas Group
2010 2009 2008 2007 2006
$M $M $M $M $M
HISTORICAL AMOUNTS
Fair value of plan assets 1,964 1,944 2,142 2,353 2,411
Present value of defined benefit obligation 2,210 2,098 1,846 1,691 2,042
(Deficit)/surplus (246) (154) 296 662 369
Experience adjustments on plan assets 36 (343) (271) 27 180

Experience adjustments on plan liabilities (81) (37) (138) 112 4
Qantas Group
2010 2009
% %
PRINCIPAL ACTUARIAL ASSUMPTIONS (EXPRESSED AS WEIGHTED AVERAGES PER ANNUM)
Discount rate 5.3 5.7
Expected return on plan assets 7.4 7.6
Future salary increases 3.0 3.0
The expected long-term rate of return is based on the weighted average of expected returns on each individual asset class where the weightings
reflect the proportion of defined benefit assets invested in each asset class. Each asset class’ expected return is based on expectations of average
returns over the next 10 years.
Employer contributions to the defined benefit superannuation plans are based on recommendations by the plans’ actuaries. It is estimated that
$108 million will be paid by Qantas for employees accruing defined benefits in the year ended 30 June 2011 (2010: $121 million).
In April 2009, Qantas and the Trustee of the QSP agreed to additional funding of up to $66 million over three years following the adverse performance
of investment markets as a result of the Global Financial Crisis. As at 30 June 2010, Qantas has contributed $35 million of the additional funding.
Defined contribution fund

The Qantas Group’s results include $142 million (2009: $131 million) of expenses in relation to defined contribution funds.
31. Related Parties

(A) KEY MANAGEMENT PERSONNEL
The Key Management Personnel (KMP) of the Qantas Group during the year were:
Directors
Leigh Clifford, AO, Chairman
Alan Joyce, Chief Executive Officer
Colin Storrie, Chief Financial Officer (ceased as a Director and KMP effective 5 March 2010)
Peter Cosgrove, AC, MC, Non-Executive Director
Patricia Cross, Non-Executive Director
Richard Goodmanson, Non-Executive Director
Garry Hounsell, Non-Executive Director
Paul Rayner, Non-Executive Director
John Schubert, Non-Executive Director
James Strong, AO, Non-Executive Director
Barbara Ward, Non-Executive Director
Key Management Executives

Bruce Buchanan, Chief Executive Officer Jetstar
Gareth Evans, Chief Financial Officer (appointed as KMP effective 15 June 2010)
Rob Gurney, Group Executive Qantas Commercial
Simon Hickey, Chief Executive Officer Qantas Frequent Flyer
Lyell Strambi, Group Executive Qantas Operations

31. Related Parties continued

(B) REMUNERATION OF KEY MANAGEMENT PERSONNEL
The aggregate remuneration of the KMP of the Qantas Group is set out below:
Qantas Group
2010 2009
$000 $000
Short-term employee benefits 9,058 13,092
Post-employment benefits 705 1,148
Other long-term benefits 175 4,021
Statutory annual leave1 – 2,926
Termination benefits 871 6,304
Share-based payments 2,060 11,547
12,869 39,038
1. For the year ended 30 June 2010, annual leave entitlements are presented on an accruals basis as part of short-term employee benefits. For the year ended 30 June 2009, annual leave not taken
and paid out was presented on termination.
Further details in relation to the remuneration of KMPs is included in the Directors’ Report.
(C) EQUITY INSTRUMENTS HELD BY KEY MANAGEMENT PERSONNEL

Set out in the following tables are the holdings of equity instruments granted as remuneration to the KMP by Qantas. Non-Executive Directors do not
receive any remuneration in the form of share-based payments, although they may salary sacrifice a portion of their Director’s fees to purchase
shares.
(i) Performance Share Plan (PSP)
Number
Opening Number Number Vested and Closing Not Available Available
Key Management Personnel Balance Granted Forfeited Transferred Balance to Call to Call
Alan Joyce 2010 Total 247,500 173,363 – – 420,863 223,363 197,500
2009 Total 147,500 100,000 – – 247,500 111,750 135,750
Bruce Buchanan 2010 Total 31,720 51,000 – – 82,720 63,533 19,187
2009 Total 6,654 25,066 – – 31,720 28,393 3,327
Gareth Evans 2010 Total 36,621 27,522 – – 64,143 27,522 36,621
2009 Total n/a n/a n/a n/a n/a n/a n/a
Rob Gurney 2010 Total 41,042 34,000 – (25,379) 49,663 41,832 7,831
2009 Total 34,115 31,326 – (24,399) 41,042 36,184 4,858
Simon Hickey 2010 Total 90,213 53,000 – – 143,213 77,500 65,713
2009 Total 41,213 49,000 – – 90,213 54,750 35,463
Lyell Strambi 2010 Total 75,000 37,000 – – 112,000 112,000 –
2009 Total – 75,000 – – 75,000 75,000 –
Colin Storrie1 2010 Total 84,768 54,270 (80,270) (58,768) – – –
2009 Total 32,768 52,000 – – 84,768 61,250 23,518
Geoff Dixon2 2009 Total 700,500 287,000 – (987,500) – – –
Peter Gregg2 2009 Total 306,500 96,000 – (402,500) – – –
John Borghetti2 2009 Total 201,500 96,000 – (297,500) – – –
Kevin Brown2 2009 Total 55,500 63,000 – (118,500) – – –
David Cox2 2009 Total 107,500 42,000 – – 149,500 49,750 99,750
Grant Fenn2 2009 Total 74,500 60,000 – – 134,500 69,500 65,000
1. Ceased to be KMP during 2009/2010.
The shares were granted on 19 August 2009 (2009: 20 August 2008) at a fair value of $2.65 (2009: $3.45). The 2009 award to Mr Strambi was
granted on 4 March 2009 at a fair value of $1.52. No amount has been paid, or is payable, by the Executive in relation to these deferred shares.
THE QANTAS GROUP 88


(ii) Retention Plan (RP)
Number
Opening Number Number Vested and Closing Not Available Available to
Key Management Personnel Balance Granted Forfeited Transferred Balance to Call Call
Alan Joyce 2010 Total 750,000 – – – 750,000 – 750,000
2009 Total 750,000 – – – 750,000 480,000 270,000
Simon Hickey 2010 Total 400,000 – – – 400,000 – 400,000
2009 Total 400,000 – – – 400,000 265,000 135,000
Colin Storrie1 2010 Total 550,000 – (38,333) (511,667) – – –
2009 Total 550,000 – – – 550,000 315,000 235,000
Geoff Dixon2 2009 Total 1,000,000 – – (1,000,000) – – –
Peter Gregg2 2009 Total 800,000 – – (800,000) – – –
John Borghetti2 2009 Total 800,000 – – (800,000) – – –
Kevin Brown2 2009 Total 700,000 – – (700,000) – – –
David Cox2 2009 Total 700,000 – – – 700,000 465,000 235,000
Grant Fenn2 2009 Total 700,000 – – – 700,000 465,000 235,000
No amount has been paid, or is payable, by the Executive in relation to these deferred shares.
(iii) Long Term Incentive Plan (LTIP)
Opening Number Number Number Vested Closing

Key Management Personnel Balance Granted Forfeited and Transferred Balance
Alan Joyce 2010 Total 390,750 250,000 (7,000) – 633,750
2009 Total 177,000 250,000 – (36,250) 390,750
Bruce Buchanan 2010 Total 92,100 119,000 (1,600) – 209,500
2009 Total 21,600 70,500 – – 92,100
Gareth Evans 2010 Total 101,075 55,000 (2,500) – 153,575
2009 Total n/a n/a n/a n/a n/a
Rob Gurney 2010 Total 101,075 104,000 (2,500) (18,191) 184,384
2009 Total 60,500 50,000 – (9,425) 101,075
Simon Hickey 2010 Total 146,225 112,000 (1,600) – 256,625
2009 Total 86,600 70,500 – (10,875) 146,225
Lyell Strambi 2010 Total 75,000 126,000 – – 201,000
2009 Total – 75,000 – – 75,000
Colin Storrie1 2010 Total 189,000 90,000 (124,640) (45,249) 109,111
2009 Total 99,000 90,000 – – 189,000
Geoff Dixon2 2009 Total 690,000 – (150,000) – 540,000
Peter Gregg2 2009 Total 308,000 – (231,320) (76,680) –
John Borghetti2 2009 Total 287,000 – (223,100) (63,900) –
Kevin Brown2 2009 Total 166,000 – (123,400) (42,600) –
David Cox2 2009 Total 138,000 – – (34,080) 103,920
Grant Fenn2 2009 Total 167,000 85,500 – (42,600) 209,900
The Rights were granted with a nil exercise price on 9 September 2009 (2009: 4 May 2009). The fair value of Rights granted is calculated at the date
of grant using a Monte Carlo model to value the Rights with the TSR performance condition and a Black Scholes model to value the Rights with the
EPS performance condition. The weighted average fair value of Rights granted was $2.05 (2009: $1.64). No amount has been paid, or is payable,
by the Executive in relation to these Rights.


(iv) Equity Holdings and Transactions
KMPs or their related parties directly, indirectly or beneficially held shares in the Qantas Group as detailed in the table below:
Interest in Interest in Interest in

Shares as Awarded as Rights Shares as Awarded as Rights Shares as
Key Management at 30 June Remuner- Converted to Other at 30 June Remuner- Converted to Other at 30 June
Personnel 2008 ation1 Shares Change2 20093 ation1 Shares Change2 20103
Leigh Clifford 45,000 – – 6,622 51,622 – – – 51,622
Alan Joyce 992,883 100,000 36,250 6,622 1,135,755 173,363 – – 1,309,118
Colin Storrie 584,013 52,000 – – 636,013 54,270 45,249 (118,603) 616,929
Peter Cosgrove 4,599 – – 5,407 10,006 – – 5,245 15,251
Patricia Cross 2,163 – – 3,311 5,474 – – – 5,474
Richard Goodmanson – – – 20,000 20,000 – – – 20,000
Garry Hounsell 33,811 – – 9,638 43,449 – – – 43,449
Paul Rayner n/a – – 21,622 21,622 – – – 21,622
John Schubert 34,753 – – 6,622 41,375 – – – 41,375
James Strong 41,056 – – 3,661 44,717 – – – 44,717
Barbara Ward 10,975 – – 6,622 17,597 – – – 17,597
Bruce Buchanan 13,054 25,066 – 246 38,366 51,000 – – 89,366
Gareth Evans n/a n/a n/a n/a 37,342 27,522 – – 64,864
Rob Gurney 44,115 31,326 9,425 (43,824) 41,042 34,000 18,191 (43,570) 49,663
Simon Hickey 447,613 49,000 10,875 – 507,488 53,000 – – 560,488
Lyell Strambi n/a 75,000 – – 75,000 37,000 – – 112,000
Geoff Dixon 3,422,550 287,000 – – 3,709,550 n/a n/a n/a n/a
Peter Gregg 1,473,496 96,000 76,680 (838,028) 808,148 n/a n/a n/a n/a
Mike Codd 13,408 – – 655 14,063 n/a n/a n/a n/a
John Borghetti 1,061,902 96,000 63,900 (202,435) 1,019,367 n/a n/a n/a n/a
Kevin Brown 794,000 63,000 42,600 (68,500) 831,100 n/a n/a n/a n/a
David Cox 913,708 42,000 34,080 – 989,788 n/a n/a n/a n/a
Grant Fenn 810,500 60,000 42,600 3,530 916,630 n/a n/a n/a n/a
1. Refer to details of the PSP on page 42.
2. Other change includes shares acquired through the DRP, salary sacrifice, purchased, sold or lapsed.
3. Where appropriate, the number shown is at the date the person ceased to be KMP.
Other than share-based payment compensation, all equity instrument transactions between the KMP, including their related parties, and Qantas
during the year have been on an arm’s length basis.
Loans and other transactions with Key Management Personnel
No KMP or their related parties held any loans from the Qantas Group during or at the end of the year ended 30 June 2010 or prior year.
A number of KMPs and their related parties have transactions with the Qantas Group. All transactions, including air travel, are conducted
on normal commercial arm’s length terms. The nature of transactions, other than air travel, is set out below:
— Toolangi Vineyards is a related entity to Mr Hounsell. Throughout the year, the Qantas Group purchases wine from Toolangi Vineyards for use
on Qantas Business Class services
— Woolworths Limited and its subsidiaries (Woolworths Group) are related entities to Mr Strong, who is Chairman of Woolworths Limited.
The Qantas Frequent Flyer (QFF) loyalty partnership with the Woolworths Group commenced in June 2009. Mr Strong has not participated
in any Qantas Board discussions relating to the QFF-Woolworths Group loyalty partnership
THE QANTAS GROUP 90


(D) OTHER RELATED PARTY TRANSACTIONS – ASSOCIATES AND JOINTLY CONTROLLED ENTITIES
Details of interests in associates and jointly controlled entities are provided in Note 15. Transactions with associates and jointly controlled entities
are conducted on normal terms and conditions.
Transactions between the Qantas Group and associates and jointly controlled entities include:
—The Qantas Group provides catering and ground handling services and performs maintenance and contract work for Air Pacific Limited (Air Pacific)
—The Qantas Group provides ramp handling services to Australian air Express Pty Ltd (Australian air Express)
—The Qantas Group leases aircraft and domestic freight capacity and sub-leases certain property to Australian air Express
—The Qantas Group codeshares on certain Air Pacific services for which it pays for seats utilised
—The Qantas Group receives certain domestic freight and document delivery services from Australian air Express and the Star Track Express Group
—The Qantas Group receives interest from the Star Track Express Group on an investment loan
—The Qantas Group receives engine maintenance services from LTQ Engineering Pty Limited (formerly Jet Turbine Services Pty Limited)
Transactions and balances with associates and jointly controlled entities are included in the Financial Statements as follows:
Qantas Group
2010 2009
Notes $M $M
Sales and other income 186 152
Finance income 5 10 10
Expenditure 44 65
Current receivables 11 33 41
Non-current receivables 11 128 128
Current payables 19 6 38

32. Controlled Entities

Qantas Group
Ownership Interest
Country of 2010 2009
Controlled Entities Footnote ACN/ABN Incorporation % %
738 Leasing 1 Pty Limited 33 099 119 641 Australia 100 100
738 Leasing 2 Pty Limited 71 099 119 801 Australia 100 100
AAL Aviation Limited 1 83 008 642 886 Australia 100 100
AAFE Superannuation Pty Limited 064 186 214 Australia 100 100
TAA Superannuation Pty. Ltd. 065 318 461 Australia 100 100
Australian Regional Airlines Pty. Ltd. 1 25 006 783 633 Australia 100 100
Sunstate Airlines (Qld) Pty. Limited 1 82 009 734 703 Australia 100 100
Southern Australia Airlines Pty Ltd 1 38 006 604 217 Australia 100 100
Airlink Pty Limited 1 76 010 812 316 Australia 100 100
Eastern Australia Airlines Pty. Limited 1 77 001 599 024 Australia 100 100
Impulse Airlines Holdings Proprietary Limited 1 67 090 590 024 Australia 100 100
Impulse Airlines Australia Pty Ltd 1 17 090 379 285 Australia 100 100
Jetstar Airways Pty Limited 1 33 069 720 243 Australia 100 100
Jetstar Airways Limited New Zealand 100 100
Jetstar Holidays Co. Ltd. Japan 100 100
Team Jetstar Pty Limited 1 64 003 901 353 Australia 100 100
First Brisbane Airport Proprietary Limited 1 60 006 912 116 Australia 100 100
Second Brisbane Airport Proprietary Limited 1 49 006 912 072 Australia 100 100
First Brisbane Airport Unit Trust n/a 100 100
Second Brisbane Airport Unit Trust n/a 100 100
TAA Aviation Pty. Ltd. 1 17 008 596 825 Australia 100 100
In Tours Airline Unit Trust No 1 n/a 100 100
Denmell Pty. Limited 1, 2 24 008 636 093 Australia 100 100
Denmint Pty. Limited 1, 2 22 008 636 084 Australia 100 100
Denold Pty. Limited 1, 2 64 008 636 262 Australia 100 100
Denpen Pty. Limited 1, 2 66 008 636 271 Australia 100 100
Denpet Pty. Limited 1, 2 60 008 636 244 Australia 100 100
Denpost Pty. Limited 1, 2 58 008 636 235 Australia 100 100
Denrac Pty. Limited 1, 2 56 008 636 226 Australia 100 100
Denseed Pty. Limited 1, 2 39 008 636 155 Australia 100 100
Australian Airlines Limited 1 85 099 625 304 Australia 100 100
BD No. 1 Limited 3 Cayman Islands – 100
Express Ground Handling Pty Limited 1 19 107 638 326 Australia 100 100
Jetconnect Limited New Zealand 100 100
Jetstar Asia Holdings Pty Limited 1 86 108 623 123 Australia 100 100
Newstar Investment Holdings Pte. Ltd. Singapore 49 49
Orangestar Investment Holdings Pte. Ltd. Singapore 49 49
Jetstar Asia Airways Pte. Ltd. Singapore 49 49
Valuair Limited Singapore 49 49
Jetstar Leasing Pty Limited 4 81 138 783 169 Australia 100 –
Kurrajong Limited 3 Cayman Islands – 100
Q H Tours Ltd 1 81 001 262 433 Australia 100 100
Holiday Tours & Travel Pte. Ltd. Singapore 75 75
Hangda Consulting (Shanghai) Co. Ltd China 75 75
Holiday Tours & Travel Limited Hong Kong 75 75
Holiday Tours & Travel Ltd Taiwan 75 75
Holiday Tours & Travel (Korea) Limited Korea 56 56
Holiday Tours & Travel (Singapore) Pte. Ltd. Singapore 75 75
PT Pacto Holiday Tours Indonesia 53 53
PT Biro Perjalanan Wisata Tour East Indonesia Indonesia 60 60
Tour East (2009) Sdn Bhd Malaysia 75 75
Tour East Australia Pty Limited 87 106 526 096 Australia 75 75
Tour East (Hong Kong) Limited Hong Kong 75 75
Tour East Singapore (1996) Pte Ltd Singapore 75 75
THE QANTAS GROUP 92

32. Controlled Entities continued

Qantas Group
Ownership Interest
Jetset Travelworld Ltd 60 091 214 998 Australia 58 58
A.B.N. 23 124 732 136 Pty Limited 23 124 732 136 Australia 58 58
Business Select Pty Limited 5 115 334 855 Australia 58 58
Jetset Pty Ltd 30 098 029 362 Australia 58 58
JTG Corporate Pty Limited 128 834 588 Australia 58 58
JTG Services Pty Limited 6 85 124 719 508 Australia 58 58
JTG Travel Insurance Pty Limited 7 59 105 702 136 Australia 58 58
National Cruise Centre Pty Limited 8 86 135 179 485 Australia 58 58
National Ticket Centre Pty Ltd 47 108 306 243 Australia 58 58
Orient Pacific Holidays Pty Limited 9 128 812 788 Australia 58 58
Qantas Holidays Limited 24 003 836 459 Australia 58 58
Qantas Business Travel Pty Limited 50 128 382 187 Australia 58 58
Ready Travel Pty Limited 10 72 139 386 520 Australia 58 –
Traveland Pty Limited 11 115 329 112 Australia 58 58
Travelworld Pty Ltd 81 074 285 224 Australia 58 58
QH International Co., Limited Japan 100 100
Jetabout Japan, Inc. Japan 100 100
QH Tours (UK) Limited United Kingdom 100 100
Qantas Viva! Holidays Pty Limited 82 003 857 332 Australia 100 100
Qanfad Pty Limited 1, 2 071 955 578 Australia 100 100
Qantas Asia Investment Company Pty Ltd 1 26 125 048 044 Australia 100 100
Qantas Asia Investment Company (Singapore) Pte. Ltd. Singapore 100 100
Qantas Cabin Crew (UK) Limited United Kingdom 100 100
Qantas Catering Group Limited 1 34 003 836 440 Australia 100 100
Q Catering Limited 1 35 003 530 685 Australia 100 100
Q Catering Cairns Pty Limited 1 51 008 646 302 Australia 100 100
Q Catering Riverside Pty Limited 1 37 062 648 140 Australia 100 100
Airport Infrastructure Finance Pty. Limited 14 011 071 248 Australia 100 100
Qantas Defence Services Pty Limited 1 53 090 673 466 Australia 100 100
QDS Richmond Pty Ltd 1 58 092 691 140 Australia 100 100
Aerial Operations Services Pty Limited 52 123 140 152 Australia 100 100
Qantas Domestic Pty Limited 1 21 134 556 255 Australia 100 100
Qantas Freight Enterprises Limited 1 55 128 862 108 Australia 100 100
200100819H Pte. Ltd. 12 Singapore 100 100
Document Parcel Express Korea Ltd 13 Korea – 83
Express Freighters Australia Pty Limited 1 73 003 613 465 Australia 100 100
Express Freighters Australia (Operations) Pty Limited 1 54 119 093 999 Australia 100 100
Qantas Road Express Pty Limited 1 56 130 392 111 Australia 100 100
Qantas Courier Limited 1,14 32 003 890 328 Australia 100 100
Qantas Freight Holdings Pty Limited 1 68 125 573 113 Australia 100 100
Qantas Freight Asia Holdings Pte. Limited Singapore 100 100
Asia Express Holdings Pte. Ltd. Singapore 100 100
DPEX Transport Group Pte. Ltd. Singapore 100 100
DPEX Worldwide Express Pte. Ltd. Singapore 100 100
DPEX Worldwide Express Ltd Hong Kong 100 100
Kilda Express Pte Ltd Singapore 69 69
DPEX Worldwide Co. Ltd China 52 52
Qantas Foundation Trustee Limited 130 129 449 Australia 100 100
Qantas Frequent Flyer Limited 1 12 129 456 908 Australia 100 100
Qantas Frequent Flyer Operations Pty Limited 1 22 132 484 210 Australia 100 100
Qantas Ground Services Pty Limited 1 43 137 771 692 Australia 100 100
Qantas Group Flight Training Pty Limited 1 29 128 258 104 Australia 100 100
Qantas Group Flight Training (Australia) Pty Limited 1 45 128 258 677 Australia 100 100
Qantas Information Technology Ltd 1 99 000 005 372 Australia 100 100
Qantas Superannuation Limited 47 003 806 960 Australia 100 100

32. Controlled Entities continued

Qantas Group
Ownership Interest
QF 738 Leasing 5 Pty Limited 75 100 511 706 Australia 100 100
QF A332 Leasing 1 Pty Limited 11 100 511 813 Australia 100 100
QF BNP 2008-1 Pty Limited 25 132 252 174 Australia 100 100
QF BNP 2008-2 Pty Limited 17 132 252 138 Australia 100 100
QF BOC 2008-1 Pty Limited 22 100 510 674 Australia 100 100
QF BOC 2008-2 Pty Limited 35 100 510 727 Australia 100 100
QF Cabin Crew Australia Pty Limited 1 46 128 382 105 Australia 100 100
QF Calyon 2009-1 Pty Limited 23 135 258 534 Australia 100 100
QF Calyon 2009-2 Pty Limited 12 135 258 490 Australia 100 100
QF Dash 8 Leasing Pty Limited 86 107 164 750 Australia 100 100
QF Dash 8 Leasing No. 2 Pty Limited 44 134 259 957 Australia 100 100
QF ECA 2008-1 Pty Limited 71 133 356 475 Australia 100 100
QF ECA 2008-2 Pty Limited 73 133 356 420 Australia 100 100
Snap Fresh Pty Limited 1 55 092 536 475 Australia 100 100
Southern Cross Insurances Pte Limited Singapore 100 100
Thai Air Cargo Holdings Pty Limited 2 19 112 083 584 Australia 100 100
Travel Software Solutions Pty Limited 15 36 005 407 465 Australia 100 67
CargoNet Pty Limited 15 79 063 504 978 Australia 100 67
SCDS Holdings Pty. Ltd. 15 52 007 368 121 Australia 100 67
Travel Technologies Pty. Limited 15 15 077 822 603 Australia 100 67
Traveltrack Solutions Pty Limited 15 72 075 185 536 Australia 100 67
1. Pursuant to ASIC Class Order 98/1418 (as amended), these controlled entities are relieved from the Corporations Act 2001 requirements for the preparation, audit and lodgement of Financial
Reports. Jetstar Asia Holdings Pty Limited, Qantas Frequent Flyer Limited and Qantas Frequent Flyer Operations Pty Limited became parties to Qantas’ Deed of Cross Guarantee on 16 June 2010.
2. On 25 June 2010, ASIC gave notice of the voluntary deregistration of these companies in the Gazette pursuant to section 601AA(4) of the Corporations Act 2001.
3. BD No. 1 Limited and Kurrajong Limited were voluntarily dissolved on 5 May 2010.
4. QF BOC 2009-1 Pty Limited was incorporated on 10 August 2009 and changed its name to Jetstar Leasing Pty Limited on 3 November 2009.
5. Traveland Group Pty. Ltd. changed its name to Business Select Pty Limited on 16 September 2009.
6. Orient Pacific Holidays Pty Limited changed its name to JTG Services Pty Limited on 16 September 2009.
7. Jetset Travelworld Insurance Pty Limited changed its name to JTG Travel Insurance Pty Limited on 13 July 2009.
8. JTG Services Pty Limited changed its name to National Cruise Centre Pty Limited on 16 September 2009.
9. JTG Wholesale Pty Limited changed its name to Orient Pacific Holidays Pty Limited on 16 September 2009.
10. Ready Travel Pty Limited was incorporated on 10 September 2009.
11. Traveland Australia Pty. Ltd. changed its name to Traveland Pty Limited on 16 September 2009.
12. On 22 June 2010, Qantas Freight Enterprises Limited acquired 100 per cent interest in DPEX Ventures Pte Ltd from DPEX Transport Group Pte Ltd and on the same date, DPEX Ventures Pte Ltd
changed its name to 200100819H Pte Ltd.
13. Document Parcel Express Korea Ltd was voluntarily liquidated on 28 December 2009.
14. On 16 June 2010, Qantas Freight Enterprises Limited acquired 100 per cent interest in Jupiter Air Oceania Limited from Qantas Freight Holdings Pty Limited and on 17 June 2010, Jupiter Air
Oceania Limited changed its name to Qantas Courier Limited.
15. The Qantas Group acquired the remaining 33 per cent interest in Travel Software Solutions Pty Limited (TSS) and its controlled entities on 30 June 2010. The Qantas Group’s interest in TSS is held
through Qantas Airways Limited and AAL Aviation Limited.
THE QANTAS GROUP 94

33. Deed of Cross Guarantee

Pursuant to ASIC Class Order 98/1418 (as amended), the wholly-owned controlled entities identified in Note 32 are relieved from the Corporations
Act requirements for preparation, audit and lodgement of Financial Reports and Directors’ Reports.
It is a condition of the Class Order that Qantas and each of the controlled entities in the Class Order enter into a Deed of Cross Guarantee (Deed).
The effect of the Deed is that Qantas guarantees to each creditor payment in full of any debt in the event of wind-up of any of the controlled entities
under certain provisions of the Corporations Act 2001 (Act). If a wind-up occurs under other provisions of the Act, Qantas will only be liable in the
event that after six months any creditor has not been paid in full. The controlled entities have also given similar guarantees in the event that Qantas
is wound up.
The Deed was first entered into by Qantas and the controlled entities on 4 June 2001 and subsequently additional controlled entities became party to
the Deed by way of Assumption Deeds on 17 June 2002, 26 June 2006, 29 June 2007, 30 June 2008, 29 June 2009 and 16 June 2010.
On 8 August 2008, a Revocation Deed was lodged to remove Qantas Holidays Limited from the Deed. On 29 June 2009, a Revocation Deed was
lodged to remove QH Cruises Pty Limited and Qanlease Limited from the Deed.
A Condensed Consolidated Income Statement and Consolidated Balance Sheet, comprising Qantas and controlled entities which are a party to the
Deed, after eliminating all transactions between parties to the Deed, are set out on the next page:

33. Deed of Cross Guarantee continued

Consolidated
2010 2009
$M $M
CONDENSED INCOME STATEMENT
Income tax expense 66 48
Retained earnings as at 1 July 1,005 1,191
Shares vested to employees – (1)
Impact of entities joining/leaving the Deed (17) (20)
Dividends declared – (439)
Retained earnings as at 30 June 1,121 1,005
BALANCE SHEET
Current assets
Cash and cash equivalents 3,385 3,309
Receivables 1,467 1,324
Other financial assets 232 561
Inventories 319 250
Current tax receivable – 128
Assets classified as held for sale 69 26
Investment classified as held for sale 38 –
Other 365 302
Non-current assets
Other financial assets 102 344
Investments accounted for using the equity method 298 295
Other investments 389 394
Property, plant and equipment 12,502 11,833
Intangible assets 477 447
Other 4 7
Current liabilities
Payables 1,716 1,732
Revenue received in advance 3,057 3,033
Interest-bearing liabilities 1,003 726
Other financial liabilities 242 641
Provisions 422 499
Non-current liabilities
Interest-bearing liabilities 6,761 6,626
Other financial liabilities 231 268
Provisions 557 516
Deferred tax liabilities 704 572
Equity
Issued capital 4,729 4,729
Reserves 139 44
Retained earnings 1,121 1,005
THE QANTAS GROUP 96

34. Financial Risk Management

A financial instrument is any contract that gives rise to both a financial asset of one entity and a financial liability or equity instrument of another
entity. The Qantas Group is subject to liquidity, interest rate, foreign exchange, fuel price and credit risks. These risks are an inherent part of the
operations of an international airline. The Qantas Group manages these risk exposures using various financial instruments, using a set of policies
approved by the Board. Qantas Group policy is not to enter, issue or hold derivative financial instruments for speculative trading purposes.
The Qantas Group uses different methods to assess and manage different types of risk to which it is exposed. These methods include correlations
between risk types, sensitivity analysis in the case of interest rate, foreign exchange and other price risks, and ageing analysis and sensitivity analysis
for liquidity risk and credit risk.
(A) LIQUIDITY RISK

Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities. The Qantas Group manages
liquidity risk by targeting a minimum liquidity level, ensuring long-term commitments are managed with respect to forecast available cash inflow,
maintaining access to a variety of additional funding sources including commercial paper and standby facilities and managing maturity profiles.
The following tables summarise the contractual timing of cash flows, including estimated interest payments, of financial liabilities and derivative
instruments. Contractual amount assumes current interest rates and foreign exchange rates.
Qantas Group
2010 Less than 1 to 5 More than
$M 1 Year Years 5 Years Total
FINANCIAL LIABILITIES
Trade creditors 600 – – 600
Bank loans – secured1 520 1,991 1,323 3,834
Bank loans – unsecured1 45 805 – 850
Other loans – unsecured1 83 752 589 1,424
Lease and hire purchase liabilities1 41 471 – 512
Derivatives – inflows (240) (1,467) (610) (2,317)
Derivatives – outflows 264 1,748 748 2,760
Net other financial assets/liabilities – inflows (30) (38) – (68)
Total financial liabilities 1,283 4,262 2,050 7,595
1. Recognised financial liability carrying values are shown pre-hedging.
2009
$M
FINANCIAL LIABILITIES
Trade creditors 597 – – 597
Bank loans – secured1 424 1,769 1,115 3,308
Bank loans – unsecured1 23 641 – 664
Other loans – unsecured1 78 818 685 1,581
Lease and hire purchase liabilities1 164 344 175 683
Derivatives – inflows (270) (1,782) (815) (2,867)
Derivatives – outflows 290 1,973 886 3,149
Net other financial assets/liabilities – (inflows)/outflows 100 (174) – (74)
Total financial liabilities 1,406 3,589 2,046 7,041
1. Recognised financial liability carrying values are shown pre-hedging.


34. Financial Risk Management continued

(B) MARKET RISK
The Qantas Group has exposure to market risk in the following areas: interest rate, foreign exchange and fuel price risks. The following section
summarises the Qantas Group’s approach to managing these risks.
(i) Interest rate risk

Interest rate risk refers to the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest
rates. The Qantas Group has exposure to movements in interest rates arising from its portfolio of interest rate sensitive assets and liabilities in a
number of currencies, predominantly in AUD, GBP and EUR. These principally include corporate debt, leases and cash. The Qantas Group manages
interest rate risk by reference to pricing intervals spread across different time periods with the proportion of floating and fixed rate debt managed
separately. The relative mix of fixed and floating interest rate funding is managed by using interest rate swaps, forward rate agreements and options.
For the year ended 30 June 2010, interest-bearing liabilities amounted to $5,718 million (2009: $5,503 million). The fixed/floating split is 30 per cent
and 70 per cent respectively (2009: 37 per cent and 63 per cent). Other financial assets and liabilities include financial instruments related to debt
totaling $208 million (liability) (2009: $78 million (liability)). These financial instruments are recognised at fair value in accordance with AASB 139.
The change in carrying value of financial instruments relating to debt includes impairment losses for the year of $28 million (2009: $58 million).
(ii) Foreign exchange risk

Foreign exchange risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in foreign
exchange rates. The source and nature of this risk arise from operations, capital expenditures and translation risks.
Cross-currency swaps are used to convert long-term foreign currency borrowings to currencies in which the Qantas Group has forecast sufficient
surplus net revenue to meet the principal and interest obligations under the swaps. Where long-term borrowings are held in foreign currencies in
which the Qantas Group derives surplus net revenue, offsetting forward foreign exchange contracts have been used to match the timing of cash
flows arising under the borrowings with the expected revenue surpluses. These foreign currency borrowings have a maturity of between one and 12
years. To the extent a foreign exchange gain or loss is incurred, and the cash flow hedge is deemed effective, this is deferred until the net revenue is
realised.
Forward foreign exchange contracts and currency options are used to hedge a portion of remaining net foreign currency revenue or expenditure in
accordance with Qantas Group policy. Net foreign currency revenue and expenditure out to two years may be hedged within specific parameters,
with any hedging outside these parameters requiring approval by the Board. Purchases and disposals of property, plant and equipment denominated
in a foreign currency may be hedged out to two years using a combination of forward foreign exchange contracts and currency options.
As at 30 June 2010, 70 per cent (2009: 55 per cent) of forecast operational and capital expenditure foreign exchange exposures less than one year
and 14 per cent of exposures greater than one year but less than three years (2009: 18 per cent of exposures greater than one year but less than
five years) have been hedged. As at 30 June 2010, total unrealised exchange gains on hedges of net revenue designated to service long-term debt
were $214 million (2009: $121 million gain).
For the year ended 30 June 2010, other financial assets and liabilities include derivative financial instruments used to hedge foreign currency,
including hedging of future capital and operating expenditure payments, totalling $29 million (net asset) (2009: $231 million (net asset)).
These are recognised at fair value in accordance with AASB 139.
(iii) Fuel price risk

The Qantas Group uses options and swaps on jet kerosene, gasoil and crude oil to hedge the exposure to movements in the price of aviation fuel.
Hedging is conducted in accordance with Qantas Group policy. Up to 80 per cent (2009: 100 per cent) of estimated fuel consumption out to
12 months may be hedged and up to 40 per cent (2009: 50 per cent) in the subsequent 12 months, with any hedging outside these parameters
requiring approval by the Board. As at 30 June 2010, 48 per cent (2009: 71 per cent) of forecast fuel exposure less than one year and three per cent
(2009: two per cent) of forecast fuel exposures greater than one year but less than three years have been hedged.
For the year ended 30 June 2010, other financial assets and liabilities include fuel derivatives totalling $41 million (asset) (2009: $154 million
(liability)). These are recognised at fair value in accordance with AASB139.
(iv) Sensitivity on interest rate, foreign exchange and fuel price risk
The table on the following page summarises the gain/(loss) impact of reasonably possible changes in market risk, relating to existing financial
instruments, on net profit and equity before tax. For the purpose of this disclosure, the following assumptions were used:
—100 basis points increase and decrease in all relevant interest rates
—20 per cent (2009: 20 per cent) USD depreciation and USD appreciation
—20 per cent (2009: 20 per cent) increase and decrease in all relevant fuel indices
—Sensitivity analysis assumes designations and hedge effectiveness testing results as at 30 June 2010 remain unchanged
—Sensitivity analysis is isolated for each risk. For example, fuel price sensitivity analysis assumes all other variables, including foreign exchange rates,
remain constant
—Sensitivity analysis on foreign currency pairs and fuel indices of 20 per cent represent recent volatile market conditions
THE QANTAS GROUP 98

Qantas Group
Profit before tax Equity (Before tax)
2010 2009 2010 2009
$M $M $M $M
100bps increase in interest rates
Variable rate interest bearing instruments (net of cash) (7) 1 – –
Derivatives designated in a cash flow hedge relationship – – 8 14
Derivatives and fixed rate debt in a fair value hedge relationship 5 4 – –
100bps decrease in interest rates
Variable rate interest bearing instruments (net of cash) 7 (1) – –
Derivatives designated in a cash flow hedge – – (9) (14)
Derivatives and fixed rate debt in a fair value hedge relationship (5) (5) – –
20% movement in foreign currency pairs
20% (2009: 20%) USD depreciation 1 (76) (479) (458)
20% (2009: 20%) USD appreciation (2) 104 938 625
20% movement in fuel indices
20% (2009: 20%) increase per barrel in fuel indices 60 39 110 279
20% (2009: 20%) decrease per barrel in fuel indices (26) (28) (89) (204)
(C) CREDIT RISK

Credit risk is the potential loss from a transaction in the event of default by the counterparty during the term of the transaction or on settlement
of the transaction. Credit exposure is measured as the cost to replace existing transactions should a counterparty default.
The Qantas Group conducts transactions with the following major types of counterparties:
i. Trade debtor counterparties – the credit risk is the recognised amount, net of any impairment losses. As at 30 June 2010, trade debtor amounted
to $817 million (2009: $824 million). The Qantas Group has credit risk associated with travel agents, industry settlement organisations and credit
provided to direct customers. The Qantas Group minimises this credit risk through the application of stringent credit policies and accreditation of
travel agents through industry programs
ii. Some other trade debtor counterparties are required to post cash collateral to support their transactions with the Qantas Group. As at 30 June 2010,
$13 million (2009: $32 million) was held as collateral by Qantas Group
iii. Other financial asset counterparties – the Qantas Group restricts its dealings to counterparties that have acceptable credit ratings. Should the
rating of a counterparty fall below certain levels, internal policy dictates that approval by the Board is required to maintain the level of the
counterparty exposure
The table below sets out the maximum exposure to credit risk as at 30 June 2010:
Qantas Group
2010 2009
Notes $M $M
On Balance Sheet
Cash and cash equivalents 10 3,704 3,617
Trade debtors 11 817 824
Aircraft security deposits 11 13 42
Sundry debtors 11 537 582
Other loans 11 128 128
Off Balance Sheet
Operating leases as lessor 28 103 114
Total 5,637 6,212
The Qantas Group minimises the concentration of credit risk by undertaking transactions with a large number of customers and counterparties in
various countries in accordance with Board approved policy. As at 30 June 2010, the credit risk of the Qantas Group to counterparties in relation
to other financial assets, cash and cash equivalents, and other financial liabilities where a right of offset exists amounted to $4,114 million
(2009: $4,364 million) and was spread over a number of regions, including Australia, Asia, Europe and the United States. Excluding associated entities,
Qantas Group’s credit exposure is with counterparties that have a minimum credit rating of A-/A3, unless individually approved by the Board.


(D) FAIR VALUE
The fair value of cash, cash equivalents and non-interest-bearing financial assets and liabilities approximates their carrying value due to their short
maturity. The fair value of financial assets and liabilities is determined by valuing them at the present value of future contracted cash flows.
Cash flows are discounted using standard valuation techniques at the applicable market yield, having regard to the timing of the cash flows.
The fair value of forward foreign exchange and fuel contracts is determined as the unrealised gain/loss at balance date by reference to market
exchange rates and fuel prices. The fair value of interest rate swaps is determined as the present value of future contracted cash flows. Cash flows
are discounted using standard valuation techniques at the applicable market yield, having regard to the timing of the cash flows. The fair value of
options is determined using standard valuation techniques.
Other financial assets and liabilities represent the fair value of derivative financial instruments recognised on the Consolidated Balance Sheet in
accordance with AASB 139.
Carrying Amount Fair Value

2010 2009 2010 2009
Qantas Group Notes $M $M $M $M
Financial assets
Cash and cash equivalents 10 3,704 3,617 3,725 3,625
Trade debtors 11 817 824 817 824
Aircraft security deposits 11 13 42 13 42
Sundry debtors 11 537 582 537 582
Other loans 11 128 128 128 128
Other financial assets 25 335 905 335 905
Other investments 3 3 3 3
5,537 6,101 5,558 6,109
Financial liabilities
Trade creditors 19 600 597 600 597
Other creditors and accruals 19 1,150 1,236 1,150 1,236
Bank loans – secured 21 3,219 2,934 3,369 3,029
Bank loans – unsecured 21 740 629 793 641
Other loans – unsecured 21 1,277 1,307 1,317 1,358
Other financial liabilities 25 473 909 473 909
Lease and hire purchase liabilities 21 482 633 479 637
7,941 8,245 8,181 8,407
Net financial liabilities 2,404 2,144 2,623 2,298
(E) FINANCIAL INSTRUMENTS MEASURED AT FAIR VALUE

The different methods of estimating the fair value of financial instruments have been defined as follows:
Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities
Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices)
or indirectly (i.e. derived from prices)
Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs)
The fair value of financial instruments, by valuation method, are summarised in the table below:
Qantas Group
2010
$M Level 1 Level 2 Level 3 Total
Derivative financial assets – 335 – 335
Derivative financial liabilities – (473) – (473)
Net financial instruments measured at fair value – (138) – (138)
2009
$M
Derivative financial assets – 825 – 825
Derivative financial liabilities – (909) – (909)
Net financial instruments measured at fair value – (84) – (84)
Financial instruments that use valuation techniques with only market observable inputs to the overall valuation include interest rate swaps, forward
and option commodity contracts and foreign exchange contracts that are not traded on a recognised exchange.
THE QANTAS GROUP 100


(F) CAPITAL MANAGEMENT
The Board’s policy is to maintain a strong capital base designed to maximise shareholder value, maintain creditor confidence and sustain future
development of the business. Qantas targets a capital structure consistent with an investment grade credit rating while maintaining adequate
liquidity.
The Board remains focussed on balancing funding requirements of the business and investing for future growth with providing dividends for
shareholders. The Board is committed to the resumption of dividend payments. The quantum and timing of this will depend on trading results,
prevailing market conditions, the maintenance of an investment grade credit rating and the level of capital expenditure commitments.
During the year ended 30 June 2010, the Qantas Group invested $1.7 billion in capital expenditure and maintained an investment grade credit rating
despite the pressures of the Global Financial Crisis.
In the year ended 30 June 2011, the Qantas Group estimates it will spend $2.6 billion on capital expenditure. The required funding will be met
primarily through operating cash flows, although further debt funding is planned within the objective of maintaining an investment grade credit
rating. As a consequence, the Board considers it prudent not to pay a dividend for the year ended 30 June 2010.
The Board monitors the level of returns relative to the assets employed in the business. A new performance measure, Return on Invested Capital
(ROIC) has been implemented from 1 July 2010. The target is for ROIC to exceed cost of capital over the long term while growing the business.
35. Events Subsequent to Balance Date

There has not arisen in the interval between 30 June 2010 and the date of this report any event that would have had a material effect on the
Financial Statements as at 30 June 2010.

36. Parent Entity Disclosures for Qantas Airways Limited (Qantas)

(A) CONDENSED FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2010
Qantas
2010 2009
$M $M
CONDENSED INCOME STATEMENT

Sales and other income 10,082 11,774
Expenditure 10,071 11,260
Statutory profit before income tax expense and net finance cost 11 514
Net finance costs (101) (55)
Statutory (loss)/profit before income tax expense (90) 459
Income tax benefit (32) (25)
Statutory (loss)/profit for the year (58) 484
CONDENSED STATEMENT OF COMPREHENSIVE INCOME

Statutory (loss)/profit for the year (58) 484
Transfer of hedge reserve to the Income Statement, net of tax 122 (68)
Recognition of effective cash flow hedges on capitalised assets, net of tax 120 (61)
Effective portion of changes in fair value of cash flow hedges, net of tax (168) (300)
Other comprehensive income for the year 74 (429)
Total comprehensive income for the year 16 55
CONDENSED BALANCE SHEET

Current assets
Cash and cash equivalents 3,466 3,404
Inventories 262 199
Other 664 1,016
Non-current assets
Property, plant and equipment 11,172 10,763
Intangible assets 323 317
Other 872 1,116
Current liabilities
Payables 2,448 2,156
Interest-bearing liabilities 1,003 726
Other 604 1,088
Non-current liabilities
Interest-bearing liabilities 6,761 6,626
Other 1,443 1,366
Equity
Issued capital 4,729 4,729
Reserves 119 44
Retained earnings 714 772

36. Parent Entity Disclosures for Qantas Airways Limited (Qantas) continued
Qantas
2010 2009
$M $M
CONDENSED CASH FLOW STATEMENT

Net cash from operating activities 1,187 1,161
Net cash used in investing activities (1,506) (1,108)
Net cash from financing activities 381 910
Net increase in cash and cash equivalents held 62 963
Cash and cash equivalents held at the beginning of the year 3,404 2,441
Cash and cash equivalents at the end of the year 3,466 3,404
(B) CAPITAL EXPENDITURE COMMITMENTS

Capital expenditure commitments contracted but not provided for in the Financial Statements
Aircraft 14,505 16,591
Building works 95 103
Other 227 92
14,827 16,786
Payable
Not later than one year 2,552 1,556
Later than five years 2,421 5,095
14,827 16,786
The above amounts exclude uncommitted aircraft purchase payments that may be made if cancellable aircraft options are exercised. Qantas has a
number of slide rights available on committed aircraft capital expenditure that are generally exercisable 24 months prior to contracted delivery.
(C) FINANCING FACILITIES

The total amount of financing facilities available to Qantas as at balance date is detailed below:
Qantas
2010 2009
$M $M
FINANCING FACILITIES
Committed bank overdraft
Committed syndicated standby facility1
Committed secured funding and sale and operating lease
Facility available – 1,100
Amount of facility unused – 1,100
Commercial paper and medium-term notes
Facility available2 1,000 1,000
Amount of facility unused 1,000 1,000
1. The syndicated standby facility has $300 million maturing on 8 August 2010 and $200 million maturing on 8 August 2011.
2. Subject to Dealer Panel participation.
The bank overdraft facility held with Commonwealth Bank of Australia covers the combined balances of Qantas and its wholly-owned controlled
entities. Subject to the continuance of satisfactory credit ratings, the bank overdraft facility may be utilised at any time. Commonwealth Bank of
Australia may terminate this facility without notice.

36. Parent Entity Disclosures for Qantas Airways Limited (Qantas) continued
(D) CONTINGENT LIABILITIES
Details of contingent liabilities are set out below. The Directors are of the opinion that provisions are not required with respect to these matters, as it
is not probable that a future sacrifice of economic benefits will be required or the amount is not capable of reliable measurement.
Qantas
2010 2009
$M $M
Performance guarantees and letters of comfort to support operating lease commitments 5 6
and other arrangements entered into with other parties by controlled entities
General guarantees in the normal course of business 172 161
Contingent liabilities relating to current and threatened litigation 3 3
180 170
Aircraft financing
As part of the financing arrangements for the acquisition of aircraft, Qantas has provided certain guarantees and indemnities to various lenders and
equity participants in leveraged lease transactions. In certain circumstances, including the insolvency of major international banks and other AAA
rated counterparties, Qantas may be required to make payments under these guarantees.
Freight investigations and third party actions

Qantas continues to co-operate with regulators in their investigations into alleged price fixing in the air cargo market. These investigations revealed
that the practice adopted by Qantas Freight and the cargo industry generally to fix and impose fuel surcharges breached certain competition laws.
In addition to investigations by regulators for breaches of relevant competition laws, third party class actions have commenced against Qantas (as well
as other airlines) in Australia and the United States. Qantas has also been threatened with third party actions in other jurisdictions. Qantas has a
number of defences to these actions.
As at 30 June 2010, Qantas has provided $31 million (2009: $30 million). This provision reflects management’s best estimate of potential penalties,
settlements and costs in Europe, New Zealand and other jurisdictions. However, management’s current view may change as a result of future
developments. Qantas expects the outcome of these outstanding regulatory investigations and third party actions will be known over the course
of the next few years.
Travel agent litigation

A class action claim was made against Qantas and other airlines by a number of travel agents as a result of travel agents not being paid commission
on fuel surcharges. Qantas was successful in the initial action heard in the Federal Court, but was unsuccessful on appeal to the full Federal Court.
Qantas continues to dispute this claim and has sought leave to appeal to the High Court of Australia which will be heard on 3 September 2010.
(E) PARENT ENTITY GUARANTEES IN RESPECT OF DEBTS OF ITS SUBSIDIARIES

The parent entity has entered into a Deed of Cross Guarantee with the effect that the Company guarantees debts in respect of its subsidiaries.
Further details of the Deed of Cross Guarantee and the subsidiaries subject to the Deed are disclosed in Note 33.
(F) INTEREST BEARING LIABILITIES

The parent entity has total interest bearing liabilities of $7,764 million (2009: $7,352 million) of which $3,543 million (2009: $2,951 million)
represents lease and hire purchase liabilities payable to controlled entities. Of the $4,221 million (2009: $4,401 million) payable to other parties,
$2,204 million (2009: $2,465 million) represents secured bank loans and lease liabilities with the remaining balance representing unsecured loans.
Directors’ Declaration
1. In the opinion of the Directors of Qantas Airways Limited (Qantas):

(a) The Financial Statements and Notes, and the Remuneration Report set out on pages 33 to 44 in the Directors’ Report, are in accordance
with the Corporations Act 2001, including:
(i) Complying with Australian Accounting Standards (including the Australian Accounting Interpretations) and the Corporations
Regulations 2001
(ii) Giving a true and fair view of the financial position of the Qantas Group as at 30 June 2010 and of its performance,
for the financial year ended on that date
(b) The Financial Report also complies with International Financial Reporting Standards as disclosed in Note 1(A)
(c) There are reasonable grounds to believe that Qantas will be able to pay its debts as and when they become due and payable
2. There are reasonable grounds to believe that Qantas and the controlled entities identified in Note 32 will be able to meet any obligations or
liabilities to which they are or may become subject to by virtue of the Deed of Cross Guarantee between Qantas and those controlled entities
pursuant to ASIC Class Order 98/1418.
3. The Directors have been given the declarations required by section 295A of the Corporations Act 2001 from the Chief Executive Officer and
the Chief Financial Officer for the year ended 30 June 2010.
Signed in accordance with a Resolution of the Directors:
Leigh Clifford Alan Joyce

Chairman Chief Executive Officer
30 August 2010
Independent Auditor’s Report

to the Members of Qantas Airways Limited
REPORT ON THE FINANCIAL REPORT

We have audited the accompanying Financial Report of the Qantas Group comprising Qantas Airways Limited (Qantas) and the entities it controlled
at the year’s end or from time to time during the financial year, which comprises the Consolidated Balance Sheet as at 30 June 2010, and
Consolidated Income Statement, Consolidated Statement of Comprehensive Income, Consolidated Statement of Changes in Equity and the
Consolidated Cash Flow Statement for the year ended on that date, a description of significant accounting policies and other explanatory notes
1 to 36 and the Directors’ Declaration.
Directors’ responsibility for the Financial Report

The Directors of Qantas are responsible for the preparation and fair presentation of the Financial Report in accordance with Australian Accounting
Standards (including the Australian Accounting Interpretations) and the Corporations Act 2001. This responsibility includes establishing and
maintaining internal control relevant to the preparation and fair presentation of the financial report that is free from material misstatement, whether
due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the
circumstances. In note 1(A), the Directors also state, in accordance with Australian Accounting Standard AASB 101 Presentation of Financial
Statements, that the Financial Report, comprising the financial statements and notes, complies with International Financial Reporting Standards.
Auditor’s responsibility
Our responsibility is to express an opinion on the Financial Report based on our audit. We conducted our audit in accordance with Australian Auditing
Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform
the audit to obtain reasonable assurance whether the Financial Report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the Financial Report. The procedures selected
depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the Financial Report, whether due to fraud or
error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the Financial
Report in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness
of accounting estimates made by the Directors, as well as evaluating the overall presentation of the Financial Report.
We performed the procedures to assess whether in all material respects the Financial Report presents fairly, in accordance with the Corporations Act
2001 and Australian Accounting Standards (including the Australian Accounting Interpretations), a view which is consistent with our understanding
of the Qantas Group’s financial position and of its performance.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Independence
In conducting our audit, we have complied with the independence requirements of the Corporations Act 2001.
Auditor’s opinion
In our opinion:
(a) The Financial Report of the Qantas Group is in accordance with the Corporations Act 2001, including:
(i) Giving a true and fair view of the Qantas Group’s financial position as at 30 June 2010 and of its performance for the year ended on that date
(ii) Complying with Australian Accounting Standards (including the Australian Accounting Interpretations) and the Corporations Regulations 2001
(b) The Financial Report also complies with International Financial Reporting Standards as disclosed in note 1(A)
REPORT ON THE REMUNERATION REPORT

We have audited the Remuneration Report included in the Directors’ Report for the year ended 30 June 2010. The Directors of the company are
responsible for the preparation and presentation of the Remuneration Report in accordance with Section 300A of the Corporations Act 2001.
Our responsibility is to express an opinion on the Remuneration Report, based on our audit conducted in accordance with auditing standards.
Auditor’s opinion
In our opinion, the Remuneration Report of Qantas Airways Limited for the year ended 30 June 2010, complies with Section 300A of the
Corporations Act 2001.
KPMG Martin Sheppard

Sydney, 30 August 2010 Partner
Shareholder Information
The shareholder information set out below was applicable as at 20 August 2010.
TWENTY LARGEST SHAREHOLDERS
Shareholders Ordinary Shares Held % of Issued Shares

1. J P Morgan Nominees Australia 534,766,228 23.61
2. HSBC Custody Nominees (Australia) Limited 452,305,144 19.97
3. National Nominees Limited 376,628,160 16.63
4. Citicorp Nominees Pty Limited 225,458,109 9.95
5. ANZ Nominees Limited 65,690,854 2.90
6. Cogent Nominees Pty Limited 64,525,437 2.85
7. AMP Life Limited 33,248,291 1.47
8. Australian Reward Investment Alliance 21,516,040 0.95
9. Bond Street Custodians Limited 15,095,659 0.67
10. Queensland Investment Corporation 12,973,006 0.57
11. Pacific Custodians Pty Limited 12,753,009 0.56
12. RBC Dexia Investor Services Australia Nominees Pty Limited 6,747,815 0.30
13. The Senior Master of the Supreme Court 5,293,488 0.23
14. UBS Wealth Management Australia Nominees Pty Limited 5,044,416 0.22
15. Argo Investments Limited 3,464,661 0.15
16. Suncorp Custodian Services Pty Ltd 2,692,753 0.12
17. Ming Hao Trading Pty Limited 2,400,000 0.11
18. UBS Nominees Pty Limited 2,340,879 0.10
19. Neweconomy Com Au Nominees Pty Ltd 2,170,225 0.10
20. ANZ Executors & Trustee 1,905,740 0.08
1,847,019,914 81.54
DISTRIBUTION OF ORDINARY SHARES

Analysis of ordinary shareholders by size of shareholding:
Number of Shares Ordinary Shares Held Number of Shareholders % of Issued Shares

1–1,0001 23,978,988 52,411 1.06
1,001–5,000 169,167,138 67,881 7.47
5,001–10,000 83,491,833 12,009 3.69
10,001–100,000 115,435,191 5,815 5.10
100,001 and over 1,873,050,470 189 82.68
Total 2,265,123,620 138,305 100.00
1. 10,671 shareholders hold less than a marketable parcel of shares in Qantas.
SUBSTANTIAL SHAREHOLDERS
The following shareholders have notified that they are substantial shareholders of Qantas:
Shareholders Ordinary Shares Held % of Issued Shares

The Capital Group Companies, Inc1 215,829,079 9.53
Balanced Equity Management Pty Limited2 113,454,764 5.01
UBS Nominees Pty Limited3 140,509,729 6.20
Commonwealth Bank of Australia4 180,558,629 7.97
Westpac Banking Corporation Group5 115,135,358 5.08
1. Substantial shareholder notice dated 17 August 2010
2. Substantial shareholder notice dated 24 May 2010
3. Substantial shareholder notice dated 19 March 2010
4. Substantial shareholder notice dated 2 March 2010
5. Substantial shareholder notice dated 28 January 2010
Sustainability Statistics and Notes
SUSTAINABILITY REPORTING APPROACH focus on those indicators which support the goal of sustainable growth
The Qantas Group (Group) has adopted an investor approach to in returns to shareholders and cover material impact areas including
sustainability, which includes embracing opportunities and managing risks financial and economic, health and safety, environment and social
to achieve sustainable growth in returns to shareholders. This investor (including our people, customers and the wider community). Definitions
approach includes a commitment to managing and reporting on for each of the performance statistics are provided on pages 112–113.
Environment, Social and Governance (ESG) performance. While the Group continues to seek guidance from a range of voluntary
This is the Group’s fourth sustainability report and continues the approach sustainability frameworks such as the Global Reporting Initiative G3
of previous years to move towards a fully integrated approach where the Sustainability Reporting Guidelines (www.globalreporting.org), the main
Group’s sustainability issues, performance and programs are integrated focus of the Group’s sustainability reporting is to demonstrate to
throughout the Report and supplemented by the Sustainability Statistics stakeholders that sustainability is integrated with the Group’s strategy
and Notes outlined below. The Annual Report is aimed at a wide and operations.
stakeholder audience: including investors, employees, customers, suppliers, The sustainability information and performance statistics in this report
government, financiers and various special interest groups. This apply to all wholly-owned operations of the Qantas Group globally for
information is supplemented by a dedicated Environment, Social and the 2009/2010 financial year unless otherwise indicated. Approximately
Governance (ESG) section in the Qantas Investor Data Book, which is 92% of employees (based on full-time equivalents) are based in
specifically tailored to an investor audience. Australia.
Following the new Management team’s refinement of the Group’s vision
and strategy in 2008/2009, 2009/2010 presented an opportunity to FEEDBACK
better align the Group’s approach to sustainability to business strategy
Feedback on the sustainability information presented in the Annual Report
and the drivers of value for the Group. The Group’s overall sustainability
and the ESG section of the Investor Data Book is encouraged. Please
strategy is integrated within the Group’s business strategy. There is no
contact the Qantas Group by writing to sustainability@qantas.com.au.
stand-alone sustainability strategy.
ASSURANCE
SUSTAINABILITY REPORTING SCOPE
The KPMG Independent Limited Assurance Report on page 115 is with
The selection of content and key performance statistics also reflects the
respect to the indicators within the performance statistics table for the
revised approach. The number of sustainability indicators has been
current year 2009/2010.
reduced in 2009/2010 to better align to the Group’s strategy and to
1. Health and Safety

The Group’s Lost Time Injury Frequency Rate (LTIFR) has reduced by OHS LTIFR (AUSTRALIA AND NEW ZEALAND)
86 per cent from 31.7 in 2001/2002 to 4.3 in 2009/2010. The Group 2009/2010 4.3
recognises that performance has plateaued and a step change is
2008/2009 4.2
required. Management is focused on implementing strategies to drive a
2007/2008 5.1
step change in injury prevention. Total Recordable Injury Prevention and
Lost Work Case Frequency Rates will be introduced in 2010/2011 as part 2006/2007 6.3
of the Qantas Group’s continued commitment to more meaningful 2005/2006 7.9
measurement of injury prevention performance. This transition aims to 2004/2005 12.2
improve the visibility of Qantas Group workplace incidents. 2003/2004 17.4
2002/2003 23.7
2001/2002 31.7
0 5 10 15 20 25 30 35
Notes Unit 2010 2009 2008 2007 2006 GRI indicator1

Occupational health and safety 2
OHS LTIFR (Australia and New Zealand) Rate 4.3 4.2 5.1 6.3 7.9 LA7
OHS SIFR (Australia) Rate 14.2 13.5 12.8 12.3 – LA7
Absenteeism
Absenteeism (Qantas Group) 3 Days 9.2 – – – – LA7
Absenteeism (Qantas) 4 Days 9.8 – – – – LA7
For notes see page 111.
Sustainability Statistics and Notes continued
2. Customer
On-time performance (OTP) is one of the Group’s most important QANTAS GROUP DOMESTIC ON-TIME PERFORMANCE (%)
operational measures. It has a significant impact on efficiency, cost and ARRIVALS 85.2
customer satisfaction. OTP is especially important for Qantas as a 2009/2010
DEPARTURES 86.2
premium carrier. In 2009/2010 Qantas out-performed all other domestic
80.4
carriers for the year for domestic on-time arrivals and departures. 2008/2009
81.1
The industrial dispute with the Licensed Aircraft Maintenance Engineers
79.4
in 2008 negatively impacted OTP in 2007/2008 and 2008/2009. 2007/2008
79.7
86.2
2006/2007
86.4
84.9
2005/2006
85.6
70 75 80 85 90

Domestic on-time arrivals (Australia) PR5
Qantas Group % 85.2 80.4 79.4 86.2 84.9
Qantas % 87.4 81.0 79.6 87.1 85.9
QantasLink % 83.7 80.9 80.6 86.0 83.6
Jetstar % 82.9 78.2 76.5 84.5 84.9
Domestic on-time departures (Australia) 5, 6 PR5
Qantas Group % 86.2 81.1 79.7 86.4 85.6
Qantas % 87.7 80.8 79.1 86.7 85.6
QantasLink % 86.8 83.7 82.8 88.0 85.7
Jetstar % 82.1 76.8 78.4 85.9 85.7
Domestic cancellations (Australia) 5, 6 PR5
Qantas Group % 0.8 1.7 1.8 0.8 –
Qantas % 0.8 2.6 2.3 1.0 –
QantasLink % 0.7 1.1 1.2 0.6 –
Jetstar % 1.1 0.9 0.9 0.5 –
Mishandled bags files per 1,000 passengers # 7.39 7.50 8.31 – – PR5
(Qantas and QantasLink)
3. People
The Group is committed to providing our employees with flexible PERCENTAGE OF PART-TIME EMPLOYEES
workplace arrangements including part-time work opportunities.
The Group also provides a range of benefits and well-being initiatives 2009/2010 13.1
(outlined on page 44 of the Annual Review). Workplace flexibility
is an important driver of staff engagement and retention. The 2008/2009 12.9
percentage of Qantas Group employees who work part-time has
increased from 12.4 per cent in 2005/2006 to 13.1 per cent in 2007/2008 12.8
2009/2010.
2006/2007 12.3
2005/2006 12.4
12.0 12.5 13.0 13.5

Number of full time equivalent employees 7 LA1
Qantas Airlines 27,132 27,845 29,196 29,070 30,370
Jetstar 3,098 3,010 2,735 1,958 1,405
Jetset Travelworld Group 730 742 487 – –
Frequent Flyer 82 71 53 – –
Corporate Support 1,448 1,362 1,824 2,074 2,250
Total 32,490 33,030 34,295 33,102 34,025
Diversity of employees LA13
% Women % 41.7 41.7 42.2 41.8 41.3
% Women in senior positions % 22.6 22.3 22.7 22.5 22.6
% Women Directors on the Qantas Board 5 % 20.0 18.2 18.2 18.2 18.2
Number of women Directors on the Qantas 5 # 2 2 2 2 2
Board
Employee by age group (permanent 5, 8
employees)
16-24 Years % 4.5 5.3 5.6 4.2 4.1
25-34 Years % 20.6 21.3 22.4 23.2 24.9
35-44 Years % 32.3 33.0 33.6 34.8 34.6
45-54 Years % 29.9 28.7 27.7 27.2 26.0
55-64 Years % 12.0 11.2 10.3 10.3 9.9
65+ Years % 0.7 0.6 0.4 0.4 0.4
% who work part-time % 13.1 12.9 12.8 12.3 12.4
Number of Indigenous employees # 304 269 203 141 136
Other workforce statistics
Investment in training 5, 9 $M 151.7 206.4 187.6 122.0 137.9
4. Environment
Fuel conservation is the most important element of the Group’s AVIATION CO2-e EMISSIONS (TONNES)
environmental strategy. Improving fuel efficiency is one of the Group’s
greatest opportunities to minimise cost and manage its environmental 2009/2010 11,708,155
impact. It also enables the Group to better absorb fluctuations in oil
prices. In early 2010, the Group reached a key milestone of avoiding
one million tonnes of CO2-e through fuel conservation activities since
the program’s launch in 2004/2005. 2008/2009 12,027,918
2007/2008 12,422,533
11.0m 11.5m 12.0m 12.5m

Energy consumption and other impacts
Aviation fuel 000L 4,570,556 4,695,383 4,849,430 4,680,270 4,561,238 EN3
Electricity (Australia) 10 MWh 235,303 239,987 248,386 246,730 – EN3
Water (Australia) 11 000L 991,022 1,046,241 1,143,801 1,204,132 – EN8
Waste to landfill (Australia) 5, 12 Tonnes 28,243 29,928 30,767 31,686 – EN22
Emissions
CO2-e – aviation 13 Tonnes 11,708,155 12,027,918 12,422,533 – – EN16
Aviation efficiency
CO2-e per 100 RTKs (Group) 13, 14 Kilograms 98.8 – – – – EN5
Fuel per 100 RTKs (Group) 14 Litres 38.6 – – – – EN5
Fuel per 100 RTKs (Qantas) Litres 38.8 40.1 38.7 38.4 39.5 EN5
5. Financial
Unit cost performance 5 Cents per ASK 5.55 5.80 – – – EC1
Manpower cost per ASK 5 Cents per ASK 2.62 2.77 2.63 2.52 2.61 EC1
6. Community
Tourism spending by Group passengers
National export revenue 15 $M 5,406.2 5,828.2 5,976.2 – – EC1
Domestic traveller expenditure 16 $M 18,917.1 18,622.3 17,256.2 – – EC1
Indirect – –
Economic output 17 $M 28,921.2 30,559.2 32,816.7 – – EC9
1. For information on the Global Reporting Initiative (GRI) indicators, refer to the GRI G3 Reporting Framework for Sustainability Reporting,
www.globalreporting.org.
2. There were no aviation fatalities or OHS fatalities in 2009/2010.
3. Reported statistic has been expanded in 2009/2010 for the Qantas Group. This includes Jetstar, QantasLink, Jetconnect, CaterAir Riverside
and CaterAir Cairns. It also includes absenteeism data for the Jetset Travelworld Group.
4. In 2009/2010, Qantas absenteeism includes carer’s leave and has been expanded to include Jetconnect, Cater Air Riverside and CaterAir
Cairns. Absenteeism data previously reported in 2008/2009 is not comparable due to the revised definition.
5. New statistics for 2009/2010. For definitions refer to pages 112–113.
6. On-time performance has been expanded in 2009/2010 to include on-time performance indicators for the Group’s domestic operations.
These statistics have been previously reported to the Bureau of Infrastructure, Transport and Regional Economics (BITRE).
7. Full-time equivalent (FTE) categories have been revised from those reported in 2008/2009 to reflect the current Qantas Group operating
structure. In 2009/2010, Qantas Airlines include the aggregation of Qantas, QantasLink, Airports, Engineering, Flight Training, Freight and
Jetset Travelworld Group for 2009/2010 include Qantas Holidays.
8. % by age group has replaced previously reported statistics, average age and % eligible for retirement in the next five years, which were
reported in the 2008/2009 Qantas Annual Report. Understanding the changing demographics of the workforce assists in workplace planning.
9. Training associated with the introduction of the new Airbus A380 fleet and an increase in the A330 fleet in 2008/2009 represents the majority
of the difference between 2008/2009 and 2009/2010.
10. 2009, 2008 and 2007 restated to reflect the revised definition to include the total amount of electricity separately metered and under Qantas’
control and influence through its bill payment processes. Variance difference for each year is less than 0.2 per cent. Data provided from 2007
only as this represents the base year for the 2011 improvement target of a 10 per cent reduction in electricity consumption by 2011.
11. 2009, 2008 and 2007 restated to reflect the revised definition to include the total amount of water separately metered and under Qantas’
control and influence through its bill payment processes. Variance decrease of 2.3 per cent in 2009, 0.7 per cent in 2008 and 1 per cent in
2007. Data provided from 2007 only as this represents the base year for the 2011 improvement target of a 25 per cent reduction in water
consumption by 2011.
12. Waste to landfill includes solid waste and quarantine waste. Data has been provided from 2006/2007 only as this represents the base year
for the 2011 improvement target of a 25 per cent reduction in waste to landfill by June 2011.
13. The Qantas Group uses emission factors recommended by the Australian Government’s Department of Climate Change methodology.
Emission factors are from the National Greenhouse Accounts (NGA) Factors (July 2010).
14. Reported statistics have been expanded to report Group revenue tonne kilometre (RTK) measures which include Jetstar and QantasLink
operations. In prior years, CO2-e per 100 RTK and Fuel per 100 RTK were reported for Qantas Airlines only.
15. In 2009/2010, calculated as 1,639,728 inbound visitors brought to Australia by Qantas and Jetstar between June 2009 and May 2010 which is
the latest data available (source: Australian Bureau of Statistics) multiplied by average visitor expenditure of $3,297 (source: Tourism Australia’s
March 2010 International Visitor Survey). This amount does not include the value of airfare and freight charges that accrue to Qantas from
overseas sources which also represent export revenue.
16. In 2009/2010, calculated as 29,148,000 domestic passengers carried by the Qantas Group between June 2009 and May 2010 for all flights
within Australia multiplied by average visitor spending of $649 (source: Tourism Australia’s March 2010 National Visitor Survey). This amount
includes the value of related airfares. As it is not possible to disaggregate the data, the calculations should be viewed as indicative only e.g.
the figure may include some international visitor expenditure (where domestic flights are purchased after arrival in Australia) or understate the
expenditure associated with domestic flights which are “round trip”.
17. In 2009/2010, calculated as $13,772 million Qantas Group revenue multiplied by Qantas Group economic multiplier of 2.1 (as calculated by
Access Economics, April 2008 in a report to Qantas). The multiplier is derived from Australian Bureau of Statistics input-output tables of the
Australian economy.
Sustainability Statistics Definitions

HEALTH AND SAFETY PEOPLE
OHS Lost Time Injury Frequency Rate (LTIFR) Number of full-time equivalent (FTE) employees
(Australia and New Zealand) The total number of full-time equivalent (FTE) employees as at 30 June,
The number of Lost Time Injuries (LTIs) per million hours worked in reported in total for each business unit of the Qantas Group in Australia
Australia and New Zealand from 1 July to 30 June, where an LTI is defined and overseas. This is calculated using standard working hours for
as any work related injury or illness that results in the loss of one or more full-time and part-time employees and actual hours worked by the
full days or shifts. LTIFR is used by Qantas Group business units as a casual and temporary workforce.
means to compare their own performance both internally and externally.
Percentage of women
OHS Serious Injury Frequency Rate (SIFR) (Australia) The percentage of all employees of the Qantas Group in Australia and
The number of workplace injuries resulting in the accumulation of seven overseas who are female, at 30 June. Attracting, developing and
or more total and/or suitable duties days lost per million hours worked in retaining women in all areas of the Qantas business remains an ongoing
Australia from 1 July to 30 June. Serious injuries exclude injuries incurred priority for the Qantas Group.
by employees while travelling for work but outside of work hours and
those incurred while travelling to and from work. Suitable duties days Percentage of women in senior positions
are defined as days when an employee has returned to the workplace The percentage of all female employees in senior management positions
following an injury but has specific restrictions or limitations around the across the Qantas Group in Australia and overseas as at 30 June. Senior
work they can perform as part of a return to work plan. Serious injuries positions are defined as Level 4 (Head of/Manager as defined by job size)
are a major driver of workers’ compensation costs. designator and above.
Absenteeism (Qantas Group) Percentage of women Directors on the Qantas Board

The average number of annualised days taken as sick leave (including The percentage of female Directors on the Qantas Board as at 30 June.
carer’s leave) per person from 1 July to 30 June for all Australian based
employees and excluding internationally based employees paid locally. Number of women Directors on the Qantas Board
This includes Qantas Airlines, Jetstar, Jetset Travelworld Group, Frequent The number of female Directors on the Qantas Board as at 30 June.
Flyer and Corporate Support.
Percentage of employees by age group
Absenteeism (Qantas)
The percentage by age group of permanent employees for the Qantas
The average number of annualised days taken as sick leave (including Group in Australia and overseas as at 30 June. Understanding the
carer’s leave) per person from 1 July to 30 June for all Australian based changing demographics of the workforce assists in workforce planning.
employees and excluding internationally based employees paid locally.
This includes Qantas, QantasLink, Airports, Engineering, Flight Training Percentage of part-time employees
and Freight.
A measure of workforce flexibility to report on the percentage of
part-time positions across the Qantas Group in Australia and overseas
CUSTOMER as at 30 June.
Domestic on-time arrivals (Australia) Number of Indigenous employees

Domestic on-time arrivals are defined as the percentage of Australian The number of self-identified Aboriginal and Torres Strait Islander
domestic on-time arrivals for the Qantas Group from 1 July to 30 June. employees based on number of employees across the Qantas Group
A flight arrival is counted as on time if it arrived at the gate within as at 30 June.
15 minutes of the scheduled arrival time for Sectors flown. Neither
diverted nor cancelled flights count as being on time. (Bureau of Investment in training
Infrastructure, Transport and Regional Economics (BITRE) definition.) Costs incurred from 1 July to 30 June for employee training including
flight crew training, manpower costs for trainers and instructors,
Domestic on-time departures (Australia) administrative costs incurred for learning and development activities,
Domestic on-time departures are defined as the percentage of Australian maintenance costs and depreciation on the flight simulators, rent,
domestic on-time departures for the Qantas Group from 1 July to maintenance costs and depreciation on the Qantas Centre of Service
30 June. A flight departure is counted as on time if it departed at the Excellence, a facility that the Group established primarily for employee
gate within 15 minutes of the scheduled departure time for Sectors training purposes. Capital expenditures and opportunity costs such as
flown. Neither diverted nor cancelled flights count as being on time. employee time spent on in-house training sessions are excluded.
(Bureau of Infrastructure, Transport and Regional Economics (BITRE)
definition.)
ENVIRONMENT
Domestic cancellations (Australia)
Aviation fuel consumption
Domestic cancellations are defined as the percentage of Australian
The total volume of aviation kerosene consumed by the Qantas Group’s
domestic cancellations for the Qantas Group from 1 July to 30 June.
flying businesses from 1 July to 30 June. Aviation fuel consumption
A flight is regarded as a cancellation if it is cancelled less than 7 days
includes Qantas, Jetstar, QantasLink, Jetconnect and Freight, for both
prior to its scheduled departure time.
domestic and international operations. Aviation fuel consumption does
not include consumption by codeshare partners.
Mishandled bags files per 1,000 passengers
(Qantas and QantasLink)
Electricity (Australia)
The number of files lodged for mishandled bags per 1,000 passengers
The total amount of electricity consumed as measured in MWh
carried by Qantas and QantasLink domestically and internationally from
(megawatt hours) by Qantas Group sites within Australia where
1 July to 30 June. A mishandled bag is defined as any delayed bag for
electricity is separately metered and billed for the period 1 July
which a report was filed within specified time limits.
to 30 June.
Sustainability Statistics Definitions continued

Water (Australia) COMMUNITY
The total amount of water consumed as measured in KL (kilolitres) by
Tourism spending by Qantas Group passengers
Qantas Group sites within Australia where water is separately metered
and billed for the period 1 July to 30 June. This measure comprises the Qantas Group’s contribution to national export
revenue and domestic traveller expenditure.
Waste to landfill (Australia)
National export revenue
Total solid waste and quarantine waste generated as measured in tonnes
by Qantas Group sites (including Engineering, Airports, Catering and National export revenue is calculated by the number of inbound visitors
Corporate Support) within Australia where Qantas is responsible for the brought to Australia by Qantas and Jetstar for the 12 months to 31 May
waste removal and is separately billed (that is, where there is a separately 2010 (latest available data) multiplied by the assumed visitor expenditure
identified item on a bill for waste and is not part of a general overhead (based on the average expenditure per visitor according to Tourism
charge) for the period 1 July to 30 June. Australia’s March 2010 International Visitor Survey (latest available data)).
This amount does not include the value of airfare and freight charges
Carbon dioxide equivalent (CO2-e) – aviation that accrue to Qantas from overseas sources which also represent export
The amount of greenhouse gas emissions measured in carbon dioxide revenue.
equivalent (CO2-e) tonnes generated from aviation fuel consumption
Domestic traveller expenditure
(as defined above) from 1 July to 30 June. Under the Australian
Government’s Department of Climate Change National Greenhouse Domestic traveller expenditure is calculated as the number of Qantas
Accounts (NGA) Factors, emissions incorporated into the calculation Group domestic passengers for the 12 months to 31 May 2010
include carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O). multiplied by the average expenditure per overnight visitor according to
Qantas applies the NGA Factors conversions and methodology for the Tourism Australia’s March 2010 National Visitor Survey (latest available
calculation of CO2-e. data). This amount includes the value of related airfares. As it is not
possible to disaggregate the data, the calculation should be viewed as
Carbon dioxide equivalent (CO2-e) per 100 Revenue Tonne indicative only e.g. the figure may include some international visitor
Kilometres (RTKs) (Group) expenditure (where domestic flights are purchased after arrival in
A measure of carbon dioxide equivalent (CO2-e) emissions efficiency Australia) or understate the expenditure associated with domestic flights
based on CO2-e production per 100 RTKs for Qantas Group from 1 July which are “round trip”.
to 30 June. CO2-e emissions for aviation as defined above. This measure
Indirect economic output
has been expanded to include Jetstar and QantasLink in 2010.
This indirect economic output measure comprises Qantas Group revenue
Fuel per 100 Revenue Tonne Kilometres (RTKs) (Group) multiplied by a Qantas Group economic multiplier of 2.1 (as calculated
A measure of efficiency based on fuel consumption per 100 RTKs for by Access Economics).
Qantas Group from 1 July to 30 June. This measure has been expanded The multiplier is derived from Australian Bureau of Statistics input-output
to include Jetstar and QantasLink in 2010. tables of the Australian economy. Access Economics is an economic
advisory company which provides expertise in analysis, modelling and
forecasting. Access Economics was commissioned by Qantas to gain
FINANCIAL
a better understanding of the Group’s contribution to the Australian
Unit cost performance economy. A multiplier of 2.1 suggests that a $1 million increase in
demand for Qantas’ services leads to a $2.1 million increase in output
Unit cost performance refers to the net underlying unit cost of the
from all sectors in the economy, including air transportation. In other
Group, which is the net expenditure, excluding aviation fuel and
words, the flow-on effects to other sectors is $1.1 million.
non-recurring items, divided by Available Seat Kilometres (ASKs)
multiplied by 100. The net expenditure is passenger revenue minus
Underlying profit before tax.
Manpower cost per Available Seat Kilometre (ASK)

Manpower cost relates to ongoing payroll costs including salaries and
wages paid to employees and contractors, allowances, shift penalties,
overtime paid, bonuses and on-costs including employee leave
entitlements, payroll tax, superannuation contributions and workers’
compensation premiums. Employee redundancy cost is excluded due to
its one-off nature.
Available Seat Kilometres (ASKs)

ASKs refer to the total number of seats available for passengers
multiplied by the number of kilometres flown and is a measure
of airline capacity.
Compliance with Reporting Requirements

NATIONAL GREENHOUSE AND ENERGY REPORTING ACT 2007 EUROPEAN UNION EMISSIONS TRADING SCHEME – MONITORING,
(NGER ACT) REPORTING AND VERIFICATION (MRV)
The National Greenhouse and Energy Reporting Act 2007 (NGER Act) Qantas is currently monitoring all Revenue Tonne Kilometre (RTK) and
established a mandatory reporting system for Australian greenhouse Annual Emission (AE) data in accordance with the approved Monitoring,
gas emissions and energy production and consumption. NGER data Reporting and Verification (MRV) plans submitted to the United Kingdom
will underpin the Australian Government’s proposed Carbon Pollution (UK) Responsible Authority (RA) in November 2009. The RTK and AE
Reduction Scheme although this scheme has been delayed until 2013. data will undergo independent verification prior to being submitted to
The Qantas Group is obliged to report under the NGER Act. The first the RA by March 2011. Submission of RTK data will make Qantas eligible
reporting year under the NGER Act was 1 July 2008 to 30 June 2009 to receive up to a maximum of 85 per cent free emission allowances for
and the Qantas Group reported total domestic emissions of 4,236,483 the commencement of the scheme in January 2012 (based on emissions
tonnes of carbon dioxide equivalent (CO2-e) (4,007,170 of scope 1 and produced in 2010) and up to a maximum of 83 per cent free annual
229,313 of scope 2) equivalent to 58,563,182 gigajoules of energy emission allowances for the period 2013-2020 (based on emissions
consumed. in 2010).
The emissions reported in the Group’s inaugural NGER report for
2008/2009 are not comparable to the emissions voluntarily reported ADDITIONAL COMPULSORY REPORTING REQUIREMENTS
in the 2008/2009 Annual Report. Similarly, the emissions to be reported The Qantas Group also fulfils its obligations in reporting to a diverse
in the Group’s NGER report for 2009/2010 will not be comparable to the number of additional compulsory reporting requirements, both state
emissions reported in the 2009/2010 Annual Report. based and international, for areas included in its sustainability landscape.
The key differences between emissions and energy reported under the These include annual reporting requirements to a number of Australian
NGER Act and emissions and energy voluntarily reported through the Government bodies such as the Equal Opportunity for Women
Annual Report include: Agency (EOWA), Greenhouse FriendlyTM and the Energy Efficiency
Opportunities (EEO).
—Scope of reportable emissions. The emissions reported in the Annual
Report relate to international and domestic emissions as defined in
the Report. The NGER Act requires reporting of domestic Australian
emissions only and excludes emissions resulting from the consumption
of international bunker fuel. Emissions reported in both the
2008/2009 and 2009/2010 Qantas Group Annual Reports include
emissions from both domestic fuel and international bunker fuel.
This will have the greatest impact on the comparability of sustainability
reporting data and the data reported under the NGER Act
—The reporting boundary. The concept of operational control with
regard to determining reporting boundaries under the NGER Act
does not align with financial and sustainability reporting boundaries.
Further, the NGER Act applies to activities from facilities that are under
Qantas’ operational control as opposed to only legal entities for
financial and sustainability reporting purposes
—Reportable emissions sources. The emissions reported in the 2010
Qantas Group Annual Report include carbon dioxide equivalent
(CO2-e). Under NGER, reportable emissions sources include carbon
dioxide (CO2), carbon dioxide equivalent (CO2-e), hydrofluorocarbons
(HFCs), nitrous oxide (N2O), methane (CH4) perfluorocarbons (PFCs)
and sulphur hexafluoride (SF6)
Independent Limited Assurance Report

to Qantas on sustainability performance statistics in its Annual Report 2010
INTRODUCTION We performed procedures in order to obtain all the information and

We have been engaged by Qantas to review the sustainability performance explanations that we considered necessary to provide sufficient evidence
statistics (the Performance Statistics) for the year ended 30 June 2010 for us to state whether anything has come to our attention that would
as presented in the Sustainability Statistics and Notes section (the indicate that the Performance Statistics have not been prepared and
Sustainability Section) of the Qantas Annual Report (the Report). presented, in all material respects, in accordance with the Criteria
established by management.
Our review report is prepared solely for the use of Qantas in accordance
MANAGEMENT RESPONSIBILITIES FOR THE
with the terms of our engagement. We disclaim any assumption of
PERFORMANCE STATISTICS
responsibility for any reliance on this limited assurance report to any
The Management of Qantas is responsible for the preparation and person other than Qantas or for any other purpose other than that for
presentation of the Performance Statistics and for establishing and which it is prepared.
maintaining appropriate performance management and internal control
systems from which the reported information is derived.
THE PERFORMANCE STATISTICS
There are no mandatory requirements for the preparation, publication
or review of sustainability performance statistics. Qantas applies its own We have conducted an independent review of the Performance Statistics
internal reporting guidelines for sustainability reporting (the Criteria), set out in the Sustainability Section of the Report for the year ended
which can be found in the Sustainability Statistics Definitions of the 30 June 2010, for the Qantas Group’s operations in Australia and
Sustainability Section of the Report. overseas (unless otherwise stated) under the following headings:
1 Health and safety
OUR RESPONSIBILITY 2 Customer
Our responsibility is to conduct an independent review of the 3 People
Performance Statistics set out in the Sustainability Section of the Report 4 Environment
for the year ended 30 June 2010 for the Qantas Group’s operations in
5 Financial
Australia and overseas (unless otherwise stated).
6 Community
Further, the internal control structure, which Management has
established and from which the Performance Statistics have been
derived, has not been reviewed and no opinion is expressed as to INDEPENDENCE
its effectiveness. In conducting our review, we have complied with the applicable
We conducted our engagement in accordance with International independence requirements of the Accounting Professional and Ethical
Standard on Assurance Engagements (ISAE) 3000, Assurance Standards Board.
Engagements other than Audits or Reviews of Historical Financial
Information, issued by the International Auditing and Assurance CONCLUSION
Standards Board. That Standard requires that we comply with applicable
Based on the procedures performed as described above, nothing has come
ethical requirements, including independence requirements, and that
to our attention to indicate that the Performance Statistics set out in
we plan and perform the engagement to obtain limited assurance about
the Sustainability Section of the Report for the year ended 30 June 2010,
whether the Report is free from material misstatement.
have not been prepared and presented, in all material respects,
A limited assurance engagement on a sustainability report consists in accordance with the Criteria established by management.
of making inquiries, primarily of persons responsible for the preparation
of information presented in the sustainability report, and applying
analytical and other evidence gathering procedures, as appropriate.
These procedures comprised:
— Inquiries with management of processes for development and
calculation of indicators and performance of walkthroughs of
these processes
KPMG
— Analytical procedures and specific sample testing
Sydney
— Interviews with relevant staff at business unit level responsible for 30 August 2010
providing the information in the Report
— Comparing the information presented in the Report to corresponding
information in the relevant underlying sources to determine whether
all the relevant information contained in such underlying sources has
been included in the Report
— Reading the information presented in the Report to determine
whether it is in line with our overall knowledge of, and experience
with, the sustainability performance of Qantas
The extent of evidence gathering procedures performed in a limited
assurance engagement is less than that for a reasonable assurance
engagement, and therefore a lower level of assurance is provided.
Financial Calendar and Additional Information
2010 2011
18 February Half year result announcement 17 February Half year result announcement
30 June Year end 7 March Record date for interim dividend*
12 August Preliminary final result announcement 6 April Interim dividend payable*
29 October Annual General Meeting 30 June Year end
24 August Preliminary final result announcement
13 September Record date for final dividend*
12 October Final dividend payable*
28 October Annual General Meeting
*Subject to a dividend being declared by the Board.
2010 ANNUAL GENERAL MEETING

The 2010 AGM of Qantas Airways Limited will be held
at 11:00am on Friday 29 October in Adelaide.
Further details are available in the Corporate Governance
section on the Qantas website (at www.qantas.com)
REGISTERED OFFICE
Qantas Airways Limited ABN 16 009 661 901
Qantas Centre
Level 9 Building A 203 Coward Street Mascot NSW 2020 Australia
Telephone +61 2 9691 3636
Facsimile +61 2 9691 3339
www.qantas.com
QANTAS SHARE REGISTRY

Level 12 680 George Street Sydney NSW 2000 Australia
or Locked Bag A14 Sydney South NSW 1235 Australia
Freecall 1800 177 747
International +61 2 8280 7390
Facsimile +61 2 9287 0303
Email registry@qantas.com
STOCK EXCHANGE
Australian Securities Exchange
20 Bridge Street Sydney NSW 2000 Australia
DEPOSITARY FOR AMERICAN DEPOSITARY RECEIPTS

The Bank of New York Mellon
ADR Division
Level 22, 101 Barclay Street New York NY 10286 USA
Telephone +1 212 815 2276
Facsimile +1 212 571 3050
Company Secretary Cassandra Hamlin
An online version of this Annual Report is available at www.qantas.com
P.1 photo credit: Tim Bauer. www.timbauerphoto.com
Designed by Yello. www.yellobrands.com
Cert no. SCS-COC-001360

Qantas Airways Limited
ABN 16 009 661 901

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The

Annual Report 2010

Contents 1 — The Sum of Us 14 — Information on Qantas

Strong Complementary Brands

We’ve been part of Australian life for

“The task for this 21st century aviation generation…

This year the Qantas Group trebled last year’s profit

Our strategy is to create two airlines – Qantas and Jetstar

It has been a busy and productive year

Qantas On-board: New domestic Business Jetstar

Leigh Clifford, AO Alan Joyce

Garry Hounsell Paul Rayner

General Peter Cosgrove, AC, MC Patricia Cross Richard Goodmanson

Dr John Schubert James Strong, AO Barbara Ward

Information on Qantas and

NINETY YEARS OF EXPERIENCE Portfolio Businesses

Information on Qantas continued

Aircraft Fleet STRATEGIC DIRECTION

Underlying Income Statement

$M 2010 2009 $ change

Key features of this result were:

$M 2010 2009 $ change

Review of Operations continued

2010 2009 % change

2010 2009 $ change

$M 2010 2009 $ change

Review of Operations continued

2010 2009 % change

2010 2009 % change

QANTAS FREQUENT FLYER

2010 2009 % change

Review of Operations continued

2010 2009 % change

JETSET TRAVELWORLD GROUP

2010 2009 % change

$M 2010 2009 $ change

Corporate Governance Statement

Corporate Governance is core to ensuring the creation, protection

THE BOARD LAYS SOLID FOUNDATIONS FOR MANAGEMENT Board Meetings

Corporate Governance Statement continued

Corporate Governance Statement continued

Induction and Continuing Development of Directors Whistleblower Policy

Qantas’ Share Trading Policy

Corporate Governance Statement continued

Corporate Governance Statement continued

Corporate Governance Statement continued

THE BOARD REMUNERATES FAIRLY AND RESPONSIBLY

Review of Executive Management Performance

REVIEW OF OPERATIONS AND STATE OF AFFAIRS

Qantas Board Safety, Health,

Directors’ Report continued

DIRECTORSHIPS OF LISTED COMPANIES HELD BY MEMBERS OF THE BOARD AS AT 30 JUNE 2010

Leigh Clifford Qantas Airways Limited – Current, appointed 9 August 2007

QUALIFICATIONS AND EXPERIENCE OF EACH PERSON WHO IS A COMPANY SECRETARY OF QANTAS

Cassandra Hamlin – Company Secretary, BCom, CA, FCIS

Taryn Morton – Assistant Company Secretary, BA, LLB

Directors’ Report continued